City of Olean Comprehensive Development Plan 2005

City of Olean
Comprehensive Development Plan
2005-2025
Adopted by City Council
August 9, 2005
Table of Contents
Part 1: Introduction
•
Chapter 1.1: Comprehensive Planning Process
•
Chapter 1.2: Issues Facing the Community
•
Chapter 1.3: A Vision for Olean 2025
Part 2: Existing Conditions and Trends
•
Chapter 2.1: Land Use, Zoning, and Public Policy
•
Chapter 2.2: Community Facilities and Recreation
•
Chapter 2.3: Socioeconomic Conditions
•
Chapter 2.4: Historic Resources
•
Chapter 2.5: Visual Character
•
Chapter 2.6: Transportation and Infrastructure
•
Chapter 2.7: Natural Resources
•
Chapter 2.8: Environmental Concerns
Part 3: Goals and Objectives
•
Chapter 3.1: Community Goals and Objectives
Part 4: Implementation
•
Chapter 4.1: Implementation Plan
TOC-1
CITY OF OLEAN
COMPREHENSIVE PLAN
Part 1: Introduction
•
Chapter 1.1: Comprehensive Planning Process
•
Chapter 1.2: Issues Facing the Community
•
Chapter 1.3: A Vision for Olean 2025
Part 1 of the City of Olean Comprehensive Plan provides an initial overview of the planning
process and discusses the critical issues facing the community. This discussion of key assets
and challenges leads to a long term vision of a vital and dynamic Olean in the year 2025.
Articulating a vision of the City’s future provides an important frame of reference for the more
in-depth exploration of trends and conditions and the goals, objectives and actions that are
outlined in subsequent chapters.
1
CHAPTER 1.1
COMPREHENSIVE PLANNING PROCESS
PURPOSE AND INTENT
Comprehensive planning activities play a critical role in directing the future development of a
community. The comprehensive planning process helps a community to identify its needs and
establish its goals and objectives for future development and preservation. Developing and
implementing a comprehensive plan is an effective way of achieving meaningful and desired
change in a steady, incremental manner and identifying those resources the community wishes
to preserve and enhance. Furthermore, the comprehensive plan serves to identify changes or
trends that are desirable or undesirable in the community. Another reason for preparing a
comprehensive plan is to obtain public input which will be used to guide future government
actions. The comprehensive plan also provides an important legal foundation for many of the
community’s land development laws and regulations, including zoning. In addition, preparing a
comprehensive plan will help the community to qualify for state and federal grant monies to
implement projects and policies recommended in the plan.
ORGANIZATION OF THE PLAN
The Comprehensive Plan is divided into four sections: Introduction, which identifies the major
issues facing the community and articulates a long term vision; Existing Conditions and
Trends, a gathering of relevant information on Olean’s current situation; an identification of
Community Goals and Objectives, which outlines priority issues and directions; and an
Implementation Plan, which suggests the actions and programs that will be necessary to
achieve the goals and objectives and, ultimately, realize the vision.
PLAN UPDATES
It is important for the City to maintain an up-to-date comprehensive plan, which reflects the
current needs of the community. The City should regularly review the Plan (at least on an
annual basis) utilizing the implementation matrix provided in Chapter 4, “Implementation
Plan,” reprioritizing its action strategies as necessary.
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CHAPTER 1.2
ISSUES FACING THE COMMUNITY
The City of Olean’s comprehensive plan will be an important tool for guiding the city’s
development and governance. To be both effective and useful, the plan should have a strong
strategic base. That is, it should build upon Olean’s key strengths and assets and seek to
position the city to pursue viable opportunities for enrichment and growth. Those assets and
opportunities form the basis of Olean’s vision of its future, the overarching goal which the
community is collectively seeking to achieve.
OLEAN’S CORE STRENGTHS
Like any community, the City of Olean is blessed with a wide array of assets, ranging from its
citizens to its institutions to its natural setting. However, certain core strengths stand out as the
potential foundation for a community that can grow and prosper over the coming decade.
Downtown
Downtown Olean is a traditional business district with distinctive architecture that includes a
number of turn-of-the-century buildings. Several recent new developments have reinvigorated
the central business district (CBD) including the new Jamestown Community College campus,
the renovation of the historic Post Office and the new Hampton Inn.
Olean’s central business district
features several historic buildings in
a traditional downtown setting.
Educational Resources
St. Bonaventure University, Jamestown Community College, Olean Business Institute, the City
of Olean school system, the Board of Cooperative Educational Services and the close
proximity of Alfred University, Alfred State College, Houghton College, and the University of
Pittsburgh at Bradford put Olean in the middle of an educational system that is quite extensive
for a region of this size. The faculty, students and researchers at each of these institutions offer
existing and potential employers access to a talented workforce. The institutions also offer the
potential for partnerships and technical support, and they represent a market as well as an
economic development opportunity.
The new Jamestown
Community College campus
in downtown Olean.
3
Transportation
Interstate 86 provides a major east-west link for tourism and commerce. Routes 16 and 219
provide north-south access, and the prospect for an upgrade to Route 219 may represent an
opportunity. A short line railroad, that links the City to major railways, is utilized by a number
of businesses and could potentially be taken advantage of by additional industries. Olean’s
accessible location at a major transportation crossroads has significant implications for
economic and tourism development.
Natural and Scenic Resources
Olean’s distinctive natural assets include the Allegheny River, which forms the southern border
of the City, and Olean Creek, which branches off from the River running north-south through
the City. The Allegheny Mountains offer panoramic views to the southwest of Olean, and the
rolling hills of the City and its surroundings provide scenic vistas from several points in the
City. Olean sits in a beautiful location adjacent to rivers, mountains and major natural assets
such as Allegany State Park and Portville’s Pfeiffer Nature Center. Abundant water supplies
are a major asset for both economic development and recreation.
Economic Development
Although the local economy has had ups and downs, like the rest of upstate New York, Olean’s
economy is differentiated by a relatively large industrial base, with a healthy degree of local
ownership, including one large manufacturing company. Local company decision-makers have
a stronger interest in the community, and although this does not guarantee that every decision
will be in Olean’s favor, it does provide a better opportunity for collaboration in resolving
economic challenges. Portions of Olean, including the downtown, are in the Cattaraugus
Empire Zone (EZ), which offers numerous incentives for businesses. Two large brownfield
sites—equipped with utilities, convenient highway access and enough space to accommodate
large industrial and commercial users—have excellent economic development potential.
Recreation and Tourism
The City has a multitude of recreational assets including an excellent park system, the William
O. Smith Recreation Center (which includes the Robert S. Matthews Ice Arena, an outdoor
pool and skateboard park), the John J. Ash Community Center for senior citizens, and a new
YMCA. The Allegheny River Valley Trail provides residents and visitors with a means to
enjoy the natural scenery in and around the city, as well as an alternative transportation route.
The Allegheny River provides
residents of Olean an important
recreational and natural resource.
4
Numerous special events—including the Santa Claus Lane Parade, River Regatta, and the
Rally in the Valley motorcycle event—bring thousands of people to Olean each year. Olean
provides a gateway to regional draws such as Ellicottville, with its nationally known ski areas
(30 miles) and Allegany State Park, the largest state park in New York (20 miles).
Small City Attributes
Olean’s smaller size is indeed an asset. The city has a desirable “small town character” that
contributes to the quality of life. Smaller cities are manageable and governable, and they have
a better record of growth and success in New York in recent years.
Health Care
Olean General Hospital and the regional health care network provide first class care to the
people of Olean. More importantly, they are a magnet that attracts people from throughout the
Southern Tier. As the Baby Boomer generation ages, this network will play a more vital role
in Olean’s economic future.
CHALLENGES
The strengths outlined above represent a solid basis for a comprehensive plan, but there are
also some challenges that need to be considered if the plan is to be realistic.
Housing
The housing stock in the City is older than surrounding suburban communities. This may be
perceived as an asset (i.e., unique housing stock including historic homes) or a liability (i.e.,
need for housing improvements for neglected properties), but in either case it must be factored
into decisions on neighborhoods and housing. There is a general lack of high-end housing
units within the City, and there are scattered property maintenance problems in the housing
stock of some parts of the City.
Commercial development and its effects (e.g., traffic, noise, litter, harsh lighting) has
encroached on certain residential areas. This has had a negative impact on neighborhood
character.
Encroaching commercial development
has detracted from the character of
residential neighborhoods.
Downtown
The downtown area lacks entertainment venues and attractions, such as a movie theater, a
performing arts center, or a museum. “Big Box” and other “strip-style” commercial
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development, particularly in the western portion of the City along Route 417, has captured a
share of the retail market of the region, reducing the competitiveness of the Central Business
District in downtown. Downtown lacks a coordinated marketing program that would mutually
benefit all downtown businesses.
Economy
Similar to national trends, residential, industrial and commercial development in the region has
shifted somewhat over the past few decades, from the City to its outlying areas, depleting
Olean’s tax-base and population. A large amount of the City’s population loss is accounted for
in its decreasing proportion of young adult residents. One of the perceived difficulties is the
difficulty of finding good-paying jobs in the region.
Much of the City’s industrial base has been lost and the City is currently struggling to
transform itself from a manufacturing-based economy into one that is more diverse and service
oriented, although high taxes and utility costs hinder efforts to attract firms to locate and
expand in the region.
The City is largely built-out with only a few potential development sites remaining. A large
portion of the land that is available for economic development is contaminated and requires
remediation.
Infrastructure
Because it is an older city, much of Olean’s basic infrastructure was constructed many years
ago. A key challenge is to maintain public infrastructure in a state of good repair, but as
systems continue to age, the need for complete replacement or rebuilding of roads, bridges,
sewer and water mains becomes more pressing. Managing the reinvestment in capital plant
within limited resources will require sound financial and capital planning.
OLEAN’S KEY OPPORTUNITIES
There are dozens of opportunities for growth and enrichment, but it is important to determine
which ones represent the best combination of feasibility and impact. Ideally, the City of Olean
would pursue the “low hanging fruit”, those opportunities offering a good and timely return on
an acceptable investment of time and resources. The following areas appear worthy of further
consideration, given these criteria.
Development Sites
Sites are available for economic development, including some brownfield areas that are on the
verge of remediation. A concerted effort to make these sites “shovel ready” could be an
impetus for an industrial and business development campaign that expands existing businesses
while attracting new ones.
Central Business District
There is a role for downtown that cannot be met by the large “big box” retailers situated and
growing on Route 417 in Olean and Allegheny. Re-branding and revitalizing downtown can
provide arts, entertainment and specialty retailing that are under-represented in the immediate
area. A carefully conceived retailing strategy can develop a shopping experience that blends
the selection, price and sales tax impact of large retailers with the unique offerings of specialty
stores.
6
Natural Assets
Olean offers a relatively unique combination of urban amenities in an attractive natural setting.
Exploiting the linkages between the city and the surrounding natural areas can improve the
quality of life and improve the tourism economy. Further, the availability of water may be a
key element of an industrial development effort oriented toward water intensive industries.
Educational Assets
There are multiple aspects to the educational opportunity. Educational institutions are a
primary supplier of labor for economic development. Faculty and researchers support
technology development, innovation and provide expert assistance on numerous topics.
Students represent a market for housing, retail services and entertainment. Unique programs
like St. Bonaventure’s new gerontology program offer opportunities to find new ways to attract
and support senior citizens.
Health Care System
As the population ages, the demand for health care services will continue to increase. Olean is
in a position to capture a larger share of this regional market. Further, the availability of health
care support in a small city could be attractive to assisted living facilities, particularly those
interested in an urban environment.
Seneca Nation of Indians
The Seneca Nation is another unique asset – a sovereign nation within our nation. Their
culture and their heritage are of considerable interest to many visitors, but the recent entry of
the Nation into casino gaming has opened new opportunities for both the Senecas and the
region.
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CHAPTER 1.3
VISION
Olean’s assets and opportunities clearly point to a bright future if a realistic plan is developed
and resources are identified to move forward. In the subsequent sections of this plan, existing
conditions and trends will be examined in more detail, but the core strengths identified thus far
suggest a long term vision for Olean that will help guide the balance of the planning process.
The vision outlined below was prepared with guidance and input from the Comprehensive
Planning Task Force, which sponsored five stakeholder meetings (outlined below) to get
additional input and reaction regarding Olean’s future.
Area Realtors
February 9, 2005
Mayor’s Executive Forum
February 10, 2005
Division of Youth & Recreation Advisory Board
February 17, 2005
Community Health Care Providers
March 9, 2005
Area Merchants, Downtown Developers and Community Leaders
May 17, 2005
An effective strategically oriented plan essentially is built “backwards” in time, beginning with
a general long term view or vision that looks at least twenty years ahead and then deciding
upon goals, objectives and actions that have increasing specificity and shorter time frames. For
this comprehensive plan, the following planning horizons are utilized:
Vision
20 Years
Goals
5 – 10 Years
Objectives
1 – 3 Years
Actions
6 – 18 months
The purpose of the vision is to paint an ideal picture of Olean in the year 2025. This long term
view forward provides a framework within which to formulate and assess strategic goals and
objectives. It contributes to sound infrastructure investments and policy decisions by the City
leadership, because actions may always be tested against their contribution to helping Olean
achieve its ultimate vision.
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A VISION FOR OLEAN 2025
The City of Olean is an important regional center that attractively blends urban amenities,
small town character and charm, and a sense of history, with beautiful natural surroundings.
The city is a vital and dynamic place that is content and comfortable with its role as a small
city that serves as the commercial, service and cultural center for the surroundings towns and
counties. Strong partnerships with educational institutions support a creative, learning
community that attracts students, employers, workers and retirees. A strong focus on and
commitment to Olean’s residential character is an essential aspect of the City’s identity.
A Diverse and Vibrant Economy
The Olean economy is a solid mix of manufacturing firms, commercial and retail services,
warehousing and distribution, and technology businesses that are thoughtfully integrated within
a community that highly values its residential character. Augmented by institutional
employment in government, education and health care, the economy is well-positioned to
respond to economic upturns and to withstand downturns. Key elements of local economic
success include:
•
An effective retention and expansion partnership between the City and manufacturing
companies
•
An aggressive marketing program to attract new business in growing sectors, with a
special emphasis on marketing water resources
•
An entrepreneurs programs to foster start-ups, particularly in technology businesses
that are globally competitive and add significant economic value
•
A strong partnership between the business community and the regional educational
institutions
A Revitalized Central Business District
Downtown has found its “niche” as a complement to large retailers on the outskirts of the city.
The CBD is the center of finance, banking and government during the business day. A
specialty retail sector has developed that offers goods and services that are distinct from those
available in the large stores. Galleries and craft shops augment the specialty shops to create a
distinctive shopping and browsing district. Downtown boasts a wide array of restaurants to
serve workers and shoppers during the day, and they are part of an expanded cultural and
nightlife experience in the evening with galleries, theaters, and nightclubs. The diverse
offerings of the revitalized downtown attract residents of adjoining neighborhoods, college
students, and visitors from outside the city. The city as a whole is “pedestrian friendly”, but
the downtown area in particular is designed to encourage strolling and browsing, due in large
measure to carefully conceived design guidelines that preserve and enhance architecture and
overall attractiveness.
Stable, Safe and Attractive Neighborhoods
Distinctive neighborhoods have developed around the city. In each one, the housing stock has
been upgraded and community residents feel safe and secure. Infrastructure is wellmaintained, from roadways and sidewalks, to water and sewer service. Commercial
development is greatly restricted, with an emphasis on services that cater to the needs of
9
neighborhood residents. Attention has been paid to establishing buffer zones between the
neighborhoods and the busier commercial centers.
A Sound Regional Retail Strategy
Mass market retailing has been thoughtfully developed in corridors at the north, east and west
gateways to the city, complementing and emphasizing Olean’s residential character, while
taking advantage of the City’s two interstate exits and existing traffic patterns along Route 417.
Commercial and retail sites within the city have allowed Olean to share in the economic
benefits of the regional retailing center that has developed. Gateway and regional retail
enterprises cater to mass market retailing and complement the central business district’s focus
on pedestrian-friendly specialty retailing.
Environmental Stewardship and Links to Natural Attractions
Olean has successfully balanced environmental preservation with access to the region’s natural
beauty. Much of Olean’s character derives from its location amid rivers and hills, and it is a
city priority to maintain its clean and healthy surroundings. At the same time, citizen access to
natural assets is enhanced by an extensive trail network that extends throughout the region and
links the city with Allegany State Park. This trail network, coupled with the city’s extensive
park system and waterfront property, has enhanced Olean’s appeal as a destination for tourists
seeking urban amenities close to a natural environment.
Good Governance
The City is committed to sound stewardship, accountability and fiscal responsibility. There is
a commitment to good customer service, delivered through a modern and efficient
infrastructure. Effective partnerships have been developed with critical groups – business
community, educational institutions, medical/health care community, and the Seneca Nation.
The City of Olean has reached out to neighboring municipalities and has implemented
cooperative efforts that are in the best interests of the region and the people of Olean.
Regional Medical and Health Services Center
The Olean Medical Center is a major health care asset for the entire region. The City and
health care providers have teamed up to develop inviting medical and health care campuses,
with adequate parking and shuttle bus access. The City’s role as a regional medical provider
attracts many out of town patients and visitors and the hospitality sector benefits from their
presence. Olean is a healthy community as a result of a strong focus on public health services.
Catering to Retirees and Seniors
Olean has become a center for retirees, living independently as well as in assisted living
developments. The combination of first rate medical services, downtown revitalization and
neighborhood development has offered many seniors living options that they would not find in
large cities or rural areas. The City and the developers of supported living environments have
teamed up to locate housing in the central city, with easier access to shopping, entertainment,
and health care.
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Quality of Life
•
A sound economy
•
A vibrant downtown
•
A creative and learning community
•
A healthy community
•
Stable, safe neighborhoods
•
Quality health care
•
Natural beauty
•
Good government
•
An enriching experience
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Part 2: Existing Conditions and Trends
•
Chapter 2.1: Land Use, Zoning, and Public Policy
•
Chapter 2.2: Community Facilities and Recreation
•
Chapter 2.3: Socioeconomic Conditions
•
Chapter 2.4: Historic Resources
•
Chapter 2.5: Visual Character
•
Chapter 2.6: Transportation and Infrastructure
•
Chapter 2.7: Natural Resources
•
Chapter 2.8: Environmental Concerns
Part 2 of the City of Olean Comprehensive Plan consists of eight chapters that provide
important background information, data and analysis regarding the City’s current situation in
key policy areas. The information in this part of the Plan outlines in some detail the starting
point from which the City must proceed as it embarks upon a concerted effort to achieve its
vision, as outlined in Part 1.
A solid understanding of both the starting point and the ultimate destination forms the basis for
the goals, objectives and actions that are contained in Parts 3 and 4 of the Plan.
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CHAPTER 2.1
LAND USE AND PUBLIC POLICY
A. INTRODUCTION
This chapter describes the existing land use patterns that characterize the City of Olean, and
discusses the various public policies that affect the existing and future patterns and forms of
development within the City.
The City of Olean is a largely built-out community, with limited areas of remaining
developable, underutilized and vacant land. In addition, there are several natural development
restrictions in the City –including its topography, floodplain areas, wetlands, and stream
corridors–which limit sustainable development.
The City is dissected by two state highways that form the City’s major commercial areas
including its central business district (CBD). Union Street/Route 16 runs north and south
through the middle of Olean and State Street/Route 417, runs east and west through the City.
The CBD forms the heart of Olean and is located along Union Street, from its intersection with
State Street and extending a few blocks to the north. The most prominent land use in the City is
residential, with neighborhoods distributed throughout the City, including older neighborhoods
that directly surround the CBD and newer residential developments located in the outlying
areas of Olean. The City’s primary industrial area is situated in the northwestern portion of
Olean and a smaller secondary industrial area surrounds East State Street, near the City’s
eastern border. Parks are interspersed throughout Olean, with the Allegheny River Valley Trail
providing a linear recreational use that links many of the parts of the City.
B. LAND USE
TOTAL ACREAGE
The City of Olean has a total land area of approximately 3,900 acres, or just over six square
miles. The City comprises roughly 17 percent of the Town of Olean’s total land area. The vast
majority of the City’s acreage is developed land, which is defined as land developed for
residential, commercial, industrial, recreation/open space, community facility, and public
services/utilities uses. Approximately 38.1 percent of the area, or about 1,097 acres, is
estimated to be in residential use (see Table 2.1-1). Commercial office, retail, and service uses
that serve the residential areas cover about 325 acres, or 11.3 percent of the total acreage.
Industrial uses make up about 7 percent of the City land area. Community facility uses—such
as schools, churches, and government facilities—make up about 8.5 percent of the total
acreage. Approximately 8.2 percent or 235 acres of the City are used for public service, such as
the large City reservoir land area, the two railroad right-of-ways, and the water treatment plant.
An estimated 142 acres, or 4.9 percent of the total land area, is occupied by parks and other
recreational areas. An estimated 632 acres, or 22.0 percent of the land area, is vacant land.
Much of this land is in the floodplain along the Allegheny River.
RESIDENTIAL
According to 2000 U.S. Census data, there were 7,121 housing units in the City. Olean is
largely comprised of traditional city neighborhoods, with houses lining streets that are aligned
in a typical grid street pattern. However, recent residential development, located along the
outlying areas of the City, has been developed in a lower-density suburban development
pattern–which includes larger lots and a curving road pattern.
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COMMERCIAL
Commercial uses are generally focused along the two main thoroughfares in the City, Union
and State Streets. The CBD is located along North Union and includes a traditional business
district that is situated between Sullivan and State Streets, as well as an automobile-oriented
commercial area north of Sullivan Street. The traditional portion of the CBD is comprised of
several historic–turn-of-the-century–buildings which include small retail stores, restaurants and
services on the first floor and primarily vacant space on the upper floors. The area north of
Sullivan Street includes a mixture of traditional commercial buildings built to the street and
highway-oriented suburban-style development, including the Olean Center Mall and the
Delaware Park Centre plaza. State Street predominantly serves as a neighborhood commercial
corridor, but at the western boundary of the City, there are several large-scale regionally
significant stores, including a Home Depot, Wal-Mart and BJ’s Wholesale Club store.
RECREATION/OPEN SPACE
The City of Olean includes several neighborhood and community parks. Much of the City’s
parkland is situated along the Allegheny River and Olean Creek corridors, including Forness
Park, Franchot Park, War Veterans Park, James “APP” Driscoll Polo Park, and Boardman
Park. Other recreational areas in the City are mainly comprised of small neighborhood parks
and playgrounds, as well as facilities such as the William O. Smith Recreation Center and
Bradner Stadium. Forness Park, located on the northern side of the Allegheny River and the
eastern side of Olean Creek, is the City’s largest park at approximately 50 acres. Another
significant recreational area in the City is the privately-owned Bartlett Country Club–which is
predominantly located in the City, but straddles its eastern boundary and includes a portion of
the Town of Olean. In addition, the City owns the approximately 50-acre Gargoyle Park, which
is located just west of the City, along the northern side of the Allegheny River in the Town of
Allegany.
COMMUNITY FACILITIES
Scattered throughout the City, there are a number of community facilities and institutions such
as schools, government facilities, churches, hospitals, nursing homes, and cemeteries. These
facilities are described in detail in Section 2.2, "Community Facilities."
INDUSTRIAL
Olean has two industrial areas, a large area in the northwestern portion of the City and a
smaller section to the east along State Street. Active industrial land located to the northwest
includes the Dresser Rand facility, Cytec, and Henkel. The area to the east includes American
Olean Tile and Alcas Corporation. Vacant industrial land include the large areas along I-86,
west of Olean Creek, as well as property along Constitution Avenue.
PUBLIC SERVICES
There are a few areas in Olean dedicated to public service, including the large City Reservoir
site located at the southernmost extent of the City. In addition, there are two rail corridors that
transverse the City. Southern Tier Extension Railroad Authority owns the corridor that runs
northeast-southwest through the City and Norfolk Southern Corporation owns the corridor that
runs northwest-southeast. Other areas designated as public service include the City’s sewer and
water treatment plants.
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VACANT
There are several parcels of vacant land scattered throughout the City. In particular, there are a
number of potentially developable tracts of vacant land located along the I-86 Highway in the
northwestern portion of the City. In addition, there are several vacant parcels with limited
development potential situated in the floodplain along the Allegheny River, including a large
vacant lot near the western extent of the City which is owned by Benderson Development.
Table 2.1-1
Land Use in the City of Olean, 2003
Land Use
Residential
Vacant
Commercial
Community Facilities
Public Service
Industrial
Recreation
Unclassified
Total
Acres
% of Total
1,097
632
325
243
235
204
142
2
2,881
38.1%
22.0%
11.3%
8.4%
8.2%
7.1%
4.9%
0.1%
100.0%
Notes:
* All areas estimated based on available data and rounded to the nearest whole
acre.
** Land that has not been distributed into parcels is not part of this analysis (i.e.,
roadways, and stream corridors).
Source: Cattaraugus County Real Property Service Department, GIS Data, 2003
C. LAND USE REGULATIONS
ZONING
The City of Olean’s current zoning law was adopted in 1993 (Chapter 28 of the Code of
Ordinances, City of Olean). The zoning law was developed for the purpose of “promoting the
public health, safety, and general welfare and prescribing the most desirable use for which the
land in each district may be adapted and those uses to be subjected to special regulations, while
conserving the value of land throughout the city.”1
Zoning regulates the uses allowed in the various districts, as well as the intensity and
dimensional requirements of those uses. There are 12 zoning districts, including four
residential districts (R-1, R-2, R-3, and RT), two commercial districts (CC and GC), three
industrial districts (I, I-2, I-3), a water conservation district (WC), and two planned districts for
land that may be annexed to the City in the future (PR and PB). The current City of Olean
zoning map may be found in the appendices. The City zoning law also includes supplemental
development provisions, including regulations for special use permits, and site plan review and
approval provisions, as well as several development guidelines and general provisions.
The City districts are described in Table 2.1-2 below:
1
Chapter 28 of the Code of Ordinances, City of Olean
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Table 2.1-2
City of Olean, New York
Summary of Zoning Designations
Minimum Lot
Maximum Lot Building Coverage
(%)
Size (Square
Feet)
Principal
Use
Single-Family
Residential
9,000
25
7
2
R-2
SingleFamily/General
Residential
6,000
30
10
2
R-3
General Residential
4,000
35
12
5
RT
Residential
Transition
4000
50
12
10
CC
City Center
2000
50
12
10
GC
General
Commercial
2000
50
12
10
WC
Waterfront
Conservation
4000
35
12
5
I
Industrial
N/A
50
12
10
I2
General Industrial
N/A
50
12
10
I3
Special Industrial
N/A
50
12
10
PR
Planned
Residential
10,000
25
10
10
PB
Planned Business
N/A
25
10
10
District
Title/General Use
R-1
Garage
Use
Accessory
Use
Sources: Code of the City of Olean, Chapter 28, Zoning (as amended, January 10, 2000)
RESIDENTIAL DISTRICTS
The mapped residential districts include the R-1 (Single-Family Residential), R-2 (SingleFamily/General Residential), R-3 (General Residential), and RT (Residential Transition).
Residential densities range from R-1, which permits new single-family homes on a minimum
lot size of 9,000 square feet to R-3 and RT, which permit a minimum lot size of 4,000 square
feet per unit. All residential districts contain density controls for minimum lot width; minimum
front, side, and rear yards; maximum lot coverage for principal, garage and accessory uses; and
maximum building height.
Single-Family Residential (R-1)
The R-1 district is the most restrictive residential district. R-1 allows the following principal
uses: detached single-family residential dwellings; governmental uses; schools; parks and
16
recreational uses; and senior citizen housing. Uses allowed by special use permit include adult
care facilities, places of worship, libraries, museums, and private parking lots.
There are three areas designated for R-1 use, all along the boundaries of the City, one to the
northeast, one to the east, and another at southern edge. All are environmentally sensitive, steep
slope areas that have experienced housing development in recent years.
Single-Family/General Residential (R-2)
The R-2 District is very similar to R-1 in terms of allowed uses, but is intended to allow a
higher density of development. The principal uses allowed in R-2 are identical to those
permitted in R-1 and the only additional special permit use in R-2 is private golf courses.
There are several areas throughout Olean that comprise the R-2 district, mostly located in the
outlying areas near the City’s boundaries.
Single-Family/General Residential (R-3)
The R-3 District is less restrictive than R-1 and R-2, allow several additional principal and
special permit uses. In addition, R-3 allows a higher density of development than R-2. R-3 is
by far the largest residential district with portions of the district located throughout the City.
Residential Transitional Use (RT)
The RT district is intended to provide a transitional area between primarily residential
neighborhoods and commercial areas. The district allows a broad mixture of commercial,
residential and institutional uses, including residential units, mixed-use buildings that contain
dwelling units on upper floors and first-floor businesses, and stand-alone commercial and
professional offices and parking areas. The RT district is mapped in two small areas, one
located on parcels along both sides of East State Street, between South Barry Street and East
Avenue, and the other is on parcels along the northern side of Wayne Street, between Van
Campen Avenue and 8th Street.
COMMERCIAL DISTRICTS
City Center District (CC)
The CC district is intended to recognize the historic character and the nature of the downtown
area as a vibrant center of diverse activities that serves the surrounding City and region. The
district allows a variety of retail, cultural, lodging, business and personal service, financial,
office, institutional, governmental, and residential uses.
The dimensional requirements for the CC district do not include minimum or maximum front,
side or rear yard setbacks–which permits development that continues the traditional pattern of
development downtown, but does not necessarily require or encourage such continuity. In
addition, while there is a 75-foot maximum height requirement in the district, there is no
minimum required height–allowing for single-story buildings that would be out-of-scale with
adjacent building heights and would not accommodate mixed-use development (i.e., buildings
with first-floor retail and residential and/or offices on the upper floors).
The development guidelines of the zoning law include off-street parking requirements for
various uses and in the different zoning districts. Off-street parking requirements for uses in the
CC district need to be accommodated within 400 feet of the lot containing the subject use.
These requirements may be waived in whole or in part if the Zoning Board of Appeals finds
17
that adequate off-street public parking is available within 400 feet or if evidence of satisfactory
off-site parking arrangements has been documented.
The CC district is located along Union Street, and is roughly bounded by the Norfolk Southern
Railroad to the north, Henley Street to the south, Barry Street to the east and 1st street to the
west (the section of the CC district that lies between Laurens and State extends west to 2nd
Street).
General Commercial (GC)
The GC district provides for general business and commercial uses that serve both residents
and visitors. The district has similar area and bulk regulations as the CC district but allows for
additional uses that would not be appropriate in the more traditional CC district such as car
washes, gasoline stations, nursing and convalescent homes, veterinary hospitals, home
occupations, and clustered residential developments. The only type of use allowed in the CC
district, which is not permitted in the GC district, is townhouses.
The several areas that comprise the GC district are predominantly situated along Union and
State Streets. The two largest GC areas include the area along North Union Street, just north of
the Norfolk Southern Railroad (which includes the Olean Center Mall and the Delaware Park
Centre plaza), and the commercial area along West State Street, around the City of
Olean/Town of Allegany boundary (which includes a Tops Market, Kmart, Staples, Valu
Home Center). In addition, the parcels fronting both West and East State Street are
predominantly in the GC district.
WATERFRONT CONSERVATION DISTRICT (WC)
The WC district is located along the Allegheny River and Olean Creek corridors. This district
is intended to provide a mixture of waterfront uses, recognize and protect the sensitivity of the
environment, preserve scenic views, provide a mix of land uses that take advantage of the
unique location and waterfront characteristics, and promote public access. There are several
types of uses allowed in the WC district, including a limited variety of commercial, cultural,
lodging, institutional, governmental, and residential uses. Site plan review and approval are
required for all uses permitted in the WC district. In addition, all development in the district is
required to conform to the provisions of Chapter 9 of Part II of the Code of Ordinances of the
City of Olean, entitled “Flood Prevention.”
INDUSTRIAL DISTRICTS
There are three industrial districts in the City of Olean: Industrial (I), General Industrial (I-2),
and Special Industrial (I-3). The allowed uses in each industrial district are very similar.
Industrial districts allow for auto repair shops; contractor yards; manufacture, fabrication,
extraction, assembly, and other handling of material, including offices and showrooms;
research laboratories, trucking terminals, warehousing and distribution centers; as well as an
assortment of business and other uses. No residential uses are allowed in any of the industrial
districts. The sole difference between the uses allowed in each district is that adult uses are
prohibited in I, but allowed as a special permit use in I-2 and I-3. Most of land zoned for
industrial use is located in the northwestern portion of the City, but there is a smaller industrial
area that is adjacent to the City’s eastern boundary.
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PLANNED DISTRICTS
Planned Residential (PR)
The PR district is intended for new residential districts that are acquired by the City through
annexation. The new district would be intended to respect and preserve the sensitive
environmental features that surround the City and would require a lower development density
than the established residential districts in the City (i.e., R-1, R-2, R-3, and RT).
Planned Business (PB)
The PB district is intended to accommodate additional business districts that may be annexed
into the City in the future. Such a district would be developed in harmony with any
environmental features of the land and would provide for mixed-use business and industrial
parks that would be developed along regional arterial roads.
OTHER LAND USE REGULATIONS
INCENTIVE ZONING
The City offers zoning incentives to applicants to provide amenities to achieve the City’s
physical, cultural, economic development and social goals. Incentives are offered in the
Industrial (I), General Industrial (I-2) and City Center (CC) zoning districts. Amenities that
may be offered by a development applicant to receive a zoning incentive include: affordable
housing; open space improvements; parks and plazas; child or adult care facilities; utilities;
public parking or road improvements; health or other human services facilities; cultural, visitor
or historic facilities; building or façade improvements; and any combination of amenities or
cash in lieu of any amenity. Zoning incentives include: increases in building density; changes
of use; increases in lot coverage; changes in setbacks or height; increases in floor area; and
reductions or modifications of parking requirements.
SPECIAL PERMIT USES
The City’s Zoning Code designates special permit uses when it is desirable for the proposed
use to meet additional criteria to ensure compatibility between the special permit use and
principal permitted uses in the district. Special permit uses, as a result of special characteristics
(e.g., smoke, dust, noise, heavy truck traffic, negative visual characteristics) related to their
operation or installation, have a greater potential to create adverse environmental impacts that
could affect the use of nearby properties. The special permit conditions are designed to
mitigate potential adverse impacts. Special permit uses can be allowed in all or specified
zoning districts and can be permanent or require periodic renewal.
Special permit uses are subject to regulations in Section 9.0 of Olean’s City Code. There are a
number of uses that are allowed by special permit in each zoning district. In addition to
complying with the zoning guidelines for the particular district in which the property is located,
general special permit use standards that are listed in Section 9.0 of the Olean Code must also
be adhered to. The special permit standards ensure that the proposed development will not be
detrimental to the health, safety, welfare, comfort, and convenience of its immediate
neighborhood and the public. The City of Olean Planning Board has the authority to approve a
special use permit based on their review of the application and in consideration of the above
mentioned standards. In addition, a public hearing is required before a special permit may be
granted.
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SITE PLAN REVIEW
Development proposals must go through the site plan review and approval process outlined in
Section 9.1 of the City Code. The City of Olean Planning Board has the authority to review the
site plans for proposed development to ensure the site plan is in full compliance with the
zoning law and to minimize adverse effects the development may have to on the health, safety
and welfare of the community. Most new land use activities affecting the exterior of buildings
must go through site plan review. Exceptions include construction related to a single and twofamily dwellings; landscaping; ordinary repair or maintenance; exterior alterations or additions
that would not increase the square footage by more than 500 square feet; agricultural or
gardening uses that do not involve substantial timber cutting; signs other than in conjunction
with new development; and garage, lawn and porch improvements.
DEVELOPMENT GUIDELINES AND GENERAL PROVISIONS
In reviewing site plans, the planning board must refer to Article 10 of the City Code,
Development Guidelines and General Provisions, to ensure that development proposals are
designed to be consistent with the reasonable protection of the health, safety and welfare of the
community. This article provides regulations for various aspects of a development that affect
its design and how it will interact with adjacent development and the environment.
D. LAND USE AND ZONING ANALYSIS
INCOMPATIBLE LAND USES
There are several areas in the City where commercial development adjoining residential
neighborhoods has affected the community
character of these neighborhoods by
increasing traffic and noise levels, by being
visually dissimilar from the residential
development in terms of building form and
scale, and by features such as excessive
lighting and signage.
For example, the small residential
neighborhood in the western portion of the
City, along 25th and 26th Streets, is
surrounded by strip-style commercial
development which has become the
dominant land use in this portion of Olean.
Another instance where a residential neighborhood has been affected by commercial
development is the area located east of Union Street, south of Olean Creek and north of the
Olean Center Mall. Most of the homes in this area have been redeveloped into commercial use
and a number of former residential parcels are now vacant–just a few homes remain.
NON-CONFORMING USES
Non-conforming uses may result from official actions, such as granting special use permits and
use variances, or may occur when property owners act outside the provisions of the zoning
code. In any municipality, there are bound to be a number of non-conforming uses, but the key
factor is the extent and frequency of such exceptions to the established code. An excessive
20
number of special use permits or other variance situations may be indicative of a zoning code
that is outdated and does not correspond well with the needs and directions of property owners.
However, if the community is confident that the zoning code represents a workable and
desirable land use concept, then municipal officials must work to minimize non-conforming
uses through enforcement and limiting special use permits and other variances to the greatest
extent possible.
RECENT AND PROPOSED DEVELOPMENTS
DOWNTOWN
Several large developments have taken place in downtown Olean including the redevelopment
of the Jamestown Community College Cattaraugus Campus, the construction of a new
Hampton Inn, renovation of the historic post office, and the expansion of Olean General
Hospital. In addition, downtown has been shifting from primarily being a retail, restaurant and
office corridor, to increasingly include more services, as several social service agencies have
located in the CBD in recent years.
COMMERCIAL AREAS
Several “big-box” retailers have located along Route 417, around the western boundary of the
City and Town of Allegany including Tops Market, Kmart, Staples, and Valu Home Center.
RESIDENTIAL NEIGHBORHOODS
As commercial development has expanded along Union and State Streets, it has encroached
into the residential areas located behind these commercial corridors. This encroachment has
negatively affected the character of these neighborhoods.
In addition, there have been many conversions of single-family homes into two-family and
multi-family homes in specific sections of the City. This trend has created both property
maintenance and off-street parking problems in these neighborhoods.
VACANT LANDS AND BUILD OUT ANALYSIS
An estimated 632 acres or 22 percent of the City of Olean’s total land area is vacant. The
development potential of this vacant land has been calculated to indicate the maximum build
out that could occur under the existing zoning. It is not a projection of the amount of
development that will actually occur. Maximum development potential for commercial uses
was estimated by establishing a Floor-Area Ratio (FAR) equal to the maximum allowable
building coverage multiplied by the allowable number of floors. The zoning for Olean’s
industrial districts does not stipulate a maximum allowable number of floors, but does limit
building heights to 75 feet. Since most modern industrial facilities only have one floor, onestory buildings were assumed in the build-out calculation for the industrial districts. For
residential uses, the total area was divided by the minimum lot area per unit to yield a
maximum number of units. A variety of uses are allowed in the WC district. Therefore, the
total potential residential development and the total amount of square footage for nonresidential use were calculated.
In addition to the development restrictions posed by zoning, environmental constraints were
considered in the build-out analysis. In the WC and R-3 districts, where much of the vacant
land is steeply sloped, in wetlands or flood plains, the practical developable density was
assumed at only 25 and 35 percent of the maximum theoretical density allowable under the
21
existing zoning. To a lesser degree, in the R-1 district, practical development density is
assumed to be 40 to 50 percent of the maximum theoretical density due primary to steep slope
constraints. In all the other districts, between 70 and 80 percent of the maximum theoretical
density allowable under the existing zoning is assumed, based on slopes, wetlands, other
environmental constraints, and design inefficiencies of specific parcels. These development
density ranges were determined based on the vacant lands shown in Table 2.1-2, the
environmental features of these lands, and experience in similar communities.
As shown in Table 2.1-1, the combined residential development potential for the City is
between 2,051 and 1,372 units, under the existing zoning. If an average of 2.2 persons per unit
is projected (based on the U.S. Census Bureau, 2000), there is potential for the population of
Olean to increase by between 2,313 and 3,018 persons. In terms of commercial space, between
3.72 million and 4.25 million square feet is possible. Potential increases in industrial space are
between 2.06 million square feet and 2.35 million square feet. In addition, potential additional
development adjacent to the Allegany River and Olean Creek was estimated to be between
973,000 and 1.36 million square feet, or between 232 and 324 housing units, or a combination
of nonresidential development and housing units.
It is noted that industrial and commercial development in the City, as in most jurisdictions, has
been considerably less intense than the maximum amount of development allowable under the
zoning law.
PUBLIC POLICY
PREVIOUS COMPREHENSIVE PLAN
In 1990, Stuart Brown Associates completed the Comprehensive Development Plan, 1990 –
2000, for the City of Olean. This plan— which included proposals for residential, commercial,
office/business, and industrial land use; highway, airport, railroad and pedestrian
transportation; community facilities; utilities; and open space/ recreation elements. The plan
was approved by the City’s Planning Board but was never adopted by the City Council as an
official policy document of the City. Despite not being adopted, the Plan has helped guide
government decision-making since 1990.
Specific plan elements include the following proposals:
Land Use
Residential
„
Allow appropriate residential development in specific areas of the City including lowdensity residential in much of the eastern portion of Olean, between Prospect and
Genesee Streets. Similar low-density housing development was expected in the
southeastern and southwestern portions of the City. High-density residential
development was to occur along Front Street, Seneca Avenue, the west side of Main
Street, the west side Route 16 near the City’s northern boundary, south of East State
Street and east of Forness Park, south of West State Street and west of St. Francis
Hospital, and in the Homer Street/Buffalo Avenue area.
Commercial
22
„
Expand the Olean Mall and West State Street (proximate to the City’s western border)
commercial areas
Office/ Business
„
„
Emphasize the Central Business District as the primary business district in the region
Develop a second office/business area in the western portion of the city, adjacent to the
County Office building
Industrial
„
„
Promote new industrial development in the Economic Development Zone (EDZ)
Encourage industrial uses in residential neighborhoods to relocate to appropriate sites
in the City
Transportation
„
„
„
„
Develop an east-west major arterial that connects the western portion of the EDZ to
Route 417 (Constitution Avenue)
Construct a new east-west collector street that would extend from North Union Street,
through the Olean Mall and over the Olean Creek, to Front Street
Implement several infrastructure improvements to the airport that would upgrade its
functional classification from General Utility to Basic Transport
Increase the pedestrian access across the Olean Creek
Community Facilities
„
Develop new and/or improved facilities for the Department of Public Works, public
safety agencies (police/court, fire, emergency medical services, and 911 emergency
telephone services), public health facilities adjacent to the two hospital sites, and the
City’s elementary schools.
Utilities
„
Improve public water service in the EDZ industrial area, Olean Mall, and along Front
Street (between Main and State Streets).
Open Space/Recreation
„
„
Establish a linear park system along the Allegheny River and Olean Creek that
connects park sites throughout the City
Identify key open space areas to protect sensitive environmental features and
improve/expand existing park and recreation sites
While some of the land use issues identified in 1990 still remain, Olean has changed.
Therefore, it is necessary for the City of Olean to develop a new Comprehensive Plan to guide
development in the future.
LAND USE ISSUES
„
Special Permits. The zoning code should contain specific standards that must be met
for specific special permit uses. The standards should be tailored to ensure that the
special permit use is compatible with surrounding uses.
23
„
„
„
„
„
„
„
„
„
„
24
Home Occupations. There is currently no threshold to exempt a low intensity of home
occupations at a level that would not impinge upon residential neighborhood character.
Stand-Alone Parking Lots. Allowing stand-alone parking lots can encourage
speculative demolition of traditional downtown or residential neighborhood fabric.
Limits or prohibition of stand-alone parking facilities should be considered.
Bed and Breakfasts. These uses, if restricted through special permit standards, can be
compatible with lower density residential zones where they are not currently permitted.
Allowing bed and breakfasts can help to support the retention of historically or
architecturally important structures by giving some flexibility in use and a viable
economic use for the property.
Clustered Housing. Clustering of housing is currently only allowed in higher density
residential districts. Environmentally steep slope and wetlands areas in the northern
and southern edges of the City could also benefit from siting development away from
sensitive areas and preserving hillsides, ponds, and wetlands.
Residential Transitional Zone. This district is mapped only in two small areas. In
addition, the RT zone allows such uses as drive-throughs, office buildings, bars, dry
cleaners, and others that have the potential for compatibility issues with adjoining
residences.
Lighting Standards. The zoning code contains much generalized language on lighting
that could be strengthened to avoid excessive, unobtrusive, and non-contextual
lighting.
Design Guidelines. The zoning code’s very brief section on general design guidelines
does little to guide building form or site design. This is especially needed along the
Route 417 east commercial district.
Incentive Zoning. The incentive zoning provisions fall short of ensuring that the value
of the bonus granted is roughly equivalent to the value of the amenity provided. In
addition, the law does not specify clearly enough what specific public amenities are
desired by the City for use in guiding development proposals.
Center City District. The CC district does not establish specific incentives for the
adaptive reuse of historic structures. The uses allowed in the CC are very similar to
those in the General Commercial (GC) district. Certain uses currently allowed
downtown have the potential to conflict with a pedestrian-oriented environment, such
as stand-alone parking lots and automobile repair shops, which are as-of-right principal
permitted uses, and drive-in uses, which are allowed by special permit. In addition, the
district fails to establish a maximum front setback requirement. This would ensure
street wall continuity and preclude deep setbacks with parking in front, which conflicts
with traditional downtown development patterns. Finally, the maximum coverage for
the principal use (50 percent) may unnecessarily limit development potential in a
downtown area where high coverage buildings are the norm.
Waterfront Conservation District. While the WC district does not allow industrial uses
and only limited business uses, a number the uses it does permit could negatively
affect waterfront accessibility and character. Most uses should be either completely
prohibited or only allowed by special permit, to better ensure that new development
enhance, rather than detract from, the waterfront character. The district should
explicitly allow water-based uses–which promote waterfront access–such as parks,
fishing shops and piers, boat launches, boat clubs and marinas. In addition, zoning
incentives should be provided for developer amenities–such as waterfront
promenades–that promote public access.
25
CHAPTER 2.2
COMMUNITY FACILITIES
A. INTRODUCTION
The quality of life in communities is deeply affected by the quality of the community services,
facilities, and amenities that are provided by the municipality and other governmental,
institutional, and not-for-profit organizations and agencies. Community services evaluated in
the Comprehensive Plan review include critical public safety agencies such as police, fire, and
emergency response. Also included in the discussion below are local hospitals. Quality public
schools and libraries are also key to the quality of life in a community. Finally, recreational
resources are important for physical well-being of residents and provide an important amenity.
It is also important to keep in mind that quality public safety and health, educational, and
recreational services are very important in the decision-making process that attracts and retains
residents and employers to an area.
B. FIRE AND EMERGENCY SERVICES
OLEAN FIRE DEPARTMENT
The Olean Fire Department provides fire protection and emergency services for the entire 6.2
square mile area of the City. The Department had its Insurance Service Organization (ISO)
rating upgraded from a Class 4 to Class 3 department on February 1, 2000. The average
response time for the Department is just under three minutes.
FACILITIES
There are two fire stations in the City, the Central Station, and Station Number One. The
Central Fire Station–built in 1979–is located on North Union Street, just south of Main Street.
Station Number One–built in 1898–is located on South First Street, between West State Street
and West Henley Street. In addition, the department maintains a training facility in Gargoyle
Park, which is just west of the City in the Town of Allegany.
STAFF
The department is comprised of 40 firefighters, one Fire Chief, two Deputy Chiefs and one
secretary. The firefighters are divided into four ten-firefighter platoons. A Fire Lieutenant
heads Fire Station Number One and a Fire Captain is in-charge of both stations and responsible
for the assignment of all firefighters. Under normal conditions, there are three firefighters onduty at Station Number One and five at the Central Fire Station (including officers). Each force
member is a certified Emergency Medical Technician (EMT) and every line officer undergoes
specialized training at First Line Officer Supervisor School in New York City.
In addition to fighting fires, the force includes one officer who leads the City’s Code
Enforcement Department. The Code Enforcement Department also includes two full-time
firefighters and a part-time plumbing inspector.
26
EQUIPMENT
The force equipment includes four fire engines, one ladder truck and three ambulances.
Station #
Type
Year
Gallons Per
Minute (GPM
Size of Tank
(Gallons)
CFS
CFS
#1
Engine
Engine
Engine
1996
1987
1979
1,250
1,250
1,250
1,000
500
500
#1
Engine
Ladder Truck
Ambulance
Ambulance
Ambulance
Converted Command
Post
Support Vehicle
Fire Chief’s Vehicle
Fire Marshall Vehicle
1973
1989
2003
1992
1992
1969
1,250
500
2004
2002
2002
Codes Dept. Vehicle
2002
Codes Dept. Vehicle
1995
Plumbing Inspector
Vehicle
Special Operations
Trailer
1998
CFS
CFS
#1
Other
Non- NFPA
Reserve Engine;
Non- NFPA
Out of Service
ALS Equipped
ALS Equipped
Shared with
Police Dept.
Pick-up Truck
Chevrolet Blazer
Converted Police
Blazer
Converted Police
Blazer
Chevrolet
Caprice
Converted Police
Vehicle
1988
Note: Non-NFPA – Not National Fire Protection Association compliant; ALS – Advanced Life Support
Source: Olean Fire Department
NEEDS
Facilities
•
Both fire stations are out-dated and need renovations or replacement. In addition, the
Central Fire Station is not large enough to accommodate all the vehicles and equipment
that are stationed there.
•
The training center in Gargoyle Park is too far away to effectively and efficiently train
firefighters.
27
Infrastructure
•
Water pressure is thought to be generally strong throughout the City. A water pressure
analysis was completed in 1991 to detect existing problem areas, which were
subsequently addressed. A similar study should be conducted in the near future to
identify whether there are any new problem areas.
•
The ladder truck cannot fit under the trestle bridge which runs over Front Street, near
Bradner Stadium. This obstruction can significantly affect response times, especially
when other routes are congested.
•
A high-speed internet connection is needed at the stations to more efficiently
administer departmental functions.
Personnel
•
Due in large part to escalating health insurance costs, the City’s firefighters are
increasingly delaying their retirement. As a result, there has been a greater frequency
of injuries among the force. A health and wellness program would greatly benefit the
department by mitigating injuries and associated recovery times.
•
The Code Enforcement Department is currently overburdened and needs additional
staff to ensure the safety of all the buildings in the City.
C. POLICE PROTECTION
CITY OF OLEAN POLICE DEPARTMENT
STAFF
The Olean Police Department (OPD) includes 37 police officers, 6 full time and 5 part time
dispatchers, two civilians, and one part time parking meter patrol person. According to Federal
Bureau of Investigation statistics, in 2002, cities located in the northeastern portion of the U.S.
with populations between 10,000 and 25,000 averaged 1.8 law enforcement officers per 1,000
residents. According to these standards, the OPD currently has adequate staffing to maintain
safety in the City.
FACILITIES
The Police Station is located in the Municipal Building and includes a training room,
identification room, chief’s office, 13 prisoner cells (seven designated for males, four for
females), two holding cells(located in courtroom), and locker room facilities.
The jail is located in the Olean Municipal Building, near the dispatch center. Olean Police use
closed-circuit cameras to monitor the three entrances to the department, two outside, and one
inside the City Building. The City Jail handles more than 1,000 prisoners a year. The city has
seven holding cells for men and four cells for women.
EQUIPMENT
Law enforcement vehicles include 10 police cars (seven marked and three unmarked), four
bicycles for summer patrol and one emergency response vehicle that serves both the Police and
Fire Departments.
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ISSUES
The most pervasive crime in the City in recent years has been vandalism, especially in the
downtown area. In addition, there have been some drug issues in a few general locations in the
City, break-ins at scattered locations, as well as a couple of incidents of indecent exposure
along the Allegheny River Valley Trail.
NEEDS
•
•
•
•
Space at the Police Station is very limited. While the locker room facilities are adequate for
men, the station does not include a female locker room or restroom. There are no male or
female shower facilities.
The station’s basement has an area that is contaminated with lead. There is currently
$340,000 available from New York State to remediate the area.
The Department needs a new radio system that would include mobile data terminals.
911 telephones along the Allegheny River Trail. Though there have not been any major
crime issues, 911 telephones would increase the security along the trail.
PLANS
Police Department has two alternative facility plans, which range in projected cost from $2 to
$2.5 million.
D. EMERGENCY COMMUNICATIONS
The Communications Division provides 911 services for both the Fire and Police Departments
out of a centralized dispatch center in the Municipal Building, called the Olean Emergency
Services Communication Center.
E. OLEAN GENERAL HOSPITAL
Olean General is the primary medical care facility in the City of Olean and its surrounding
communities. Olean General is a 186-bed; non-profit, acute care hospital that is supported by
over 100 physicians and specialists. In 1991, Olean General merged with St. Francis Hospital
to better meet the needs of the City and surrounding communities.
SERVICES
Medical services offered at Olean General include: Anesthesiology, Allergy and Immunology,
Cardiology, Colon and Rectal Surgery, Dermatology, Emergency Services, Endocrinology,
Family Practice, Gastroenterology, General Surgery, Internal Medicine, Neurology, Obstetrics
and Gynecology, Oncology, Ophthalmology, Oral Surgery, Orthopedic Surgery,
Otolaryngology, Pulmonary Diseases, Pain Management, Pathology, Pediatrics, Psychiatry,
Radiology and Urology.
The Hospital also offers several community health programs that serve the region, including
prepared childbirth classes, blood pressure screening clinics, home lab service, and a diabetes
education program that was recognized for excellence by the American Diabetes Association.
VISION 2000 PROJECT
The Hospital recently completed a $30 million renovation project in 2001, dubbed Vision
2000. The project included the construction of the new 100,000 square-foot east wing. A new
main entrance and lobby area join the new east wing and older west wing. Other improvements
29
include an expanded emergency room and laboratory, a new surgery center and modernized
behavioral health unit, increased outpatient services, as well as renovated patient rooms.
F. OLEAN SCHOOL DISTRICT
ENROLLMENT
The Olean School District includes five elementary schools (Kindergarten through Fifth
Grade), one Middle School (Sixth through Eighth Grade), and one High School (Ninth through
Twelfth Grade). The latest available data from the New York State Education Department (i.e.,
between the 1999-2000 and 2001-2002 school years) indicates that the School District’s
enrollment has been relatively steady in recent years. However, the District’s enrollment has
dropped more noticeably over the past several years. During the 1988-1989 school year, when
the last Comprehensive Plan was written, the District’s enrollment was 2,899. In addition to
public school enrollment, Olean’s catholic schools report enrollment of 160 at Southern Tier
Catholic and 103 at Archbishop Walsh for the 2004-05 school year.
FACILITIES
The Olean School district includes five elementary schools, a middle school, and a senior high
school. Enrollment by school is shown below.
Olean School District Enrollment
School (Year Built)
1999-2000
Boardmanville Elementary (1922)
East View Elementary (1972)
Ivers J. Norton Elementary School
(1909)
North Hill Elementary (1921)
Washington West Elementary (1960)
Olean Middle School (1974)
Olean Senior High School (1937)
2000-2001
2001-2002
209
240
291
224
286
260
210
266
241
129
242
702
749
118
244
682
808
122
246
655
770
District Total
2,562
Source: New York State Education Department, January 2004.
2,622
2,510
G. OLEAN PUBLIC LIBRARY
The Olean Public Library is located just west of downtown on North Second Street. The
library has served the Olean community since 1871, when a small group of residents formed
the Olean Library Association. In addition to the resources owned by the Olean Library, the
Interlibrary Loan service allows members to borrow books from other partner libraries.
FACILITIES
The Library includes an Art Gallery/Meeting Room and a Conference Room that can be
utilized by not-for-profit organizations on a first-come-first-serve basis. The art
gallery/meeting room can accommodate a maximum of 48 people and the conference room can
seat 10 at the table and a few additional people on the periphery.
30
EQUIPMENT
Workstations
The Library has a total of 10 public access workstations and one genealogy computer, as
described below:
•
Seven workstations designated for general use that are equipped with Windows 2000 with
Pentium 4 - 1 Gigahertz (GHZ) processors, 17-inch monitors, headphones, keyboards,
wheel mouse, 1.44 Megabyte (MB) floppy and 250 MB Zip drives.
•
Two workstations are designated for special use and are equipped with Windows 98,
Pentium 3 - 500 MB processors, 17-inch monitors, keyboards, wheel mouse, and a 1.44
MB floppy, 100 MB Zip and a CD-ROM drive for patron use.
•
One workstation is reserved for scanning and image manipulation and is equipped with a
scanner and image manipulation software.
•
The genealogy computer is equipped with several resources including Heritage Quest
Resource Viewer; Family Archive Viewer; Family Quest Archives 1.5; Churches of
Boston; Thwing Collection; online genealogy sites; Sanborn fire maps of Allegany, Olean
and Portville; and the Olean Times Herald partial index and obituaries.
Printers
•
A laser printer is available for sharp black and white printouts and an inkjet printer for
color printouts.
H. RECREATION
WILLIAM O. SMITH RECREATION CENTER
The William O. Smith Recreation Center is located in War Veterans’ Park at East State Street
and Front Street, across from Bradner Stadium. The center serves thousands of area youths and
adults during the ice skating and swimming seasons.
INSIDE
The center includes an enclosed regulation ice rink with bleacher seating available for about
600 people. The ice rink is operated from September to April and a “Sports Court” floor is
installed for off-season use. Hockey and figure skating are popular ice rink activities at the
center and roller-hockey, soccer, volleyball and basketball are played during the off-season.
The center also includes two basketball courts, three volleyball courts, a recreation room, as
well as boys and girls locker room facilities
OUTSIDE
Outdoor facilities include a swimming pool that is used for both recreational and competitive
purposes. The pool depth ranges from 3.5 to 13 feet and includes a low diving board. Adjacent
to pool, there is a 35 by 25 foot ceramic tile wading pool, which has a minimum depth of 1.5
feet. The pools are open between Memorial Day and Labor Day.
31
In addition to the swimming area, the outside facilities include a skateboard park, playground
facility and volleyball court, which are available for daytime use.
JOHN J. ASH COMMUNITY CENTER
The John J. Ash Community Center, located at 112 North Barry Street, is open for rental on
evenings and weekends for groups up to 200 and is home to the Olean Senior Center on
weekdays during the day. The facility consists of a large meeting room, a kitchen and restroom
facilities.
BRADNER STADIUM
Bradner Stadium is located on East State and Front Streets, just east of downtown. The stadium
includes restrooms, locker rooms, a 400-meter track and a multi-purpose athletic field. In
addition, the stadium is equipped with a concession stand, lighting for night events and seating
for 4,000 to 5,000 people.
The stadium is used for sporting events by local schools and colleges, musical concerts, and
other rental purposes. The City is currently working with a consultant to determine other
potential uses and feasible improvements to the stadium. The consultant has recommended a
series of programmatic initiatives as well as capital improvements that would improve
utilization of the facility. Program recommendations include establishing a special events
committee, providing more timely public information on stadium events, developing
sponsorship and programming partnerships with the private sector and educational institutions,
and integrating the facility with tourism and economic development efforts.
Facility recommendations include stadium repairs, upgrading the playing field and press box,
creating better pedestrian and bicycle linkages with the adjacent park and neighborhoods, and
improving landscaping around the stadium and parking areas. The total capital investment
program is estimated to be $1.8 million over the next five to eight years.
YMCA
The Olean YMCA opened a new 62,000 square foot facility at the corner of Wayne and North
10th Streets. The new YMCA includes three gymnasiums; a wellness center including weighttraining and cardiovascular equipment; an aerobic studio; an aquatic center including an
Olympic-size pool, family-fun pool and therapy pool; an indoor track; a family adventure
center and full-size climbing wall; and locker room facilities.
I. PARKS
INTRODUCTION
The evaluation of Olean’s park and recreational facilities included the following elements:
•
•
•
•
•
32
A summary of the type and quantity of existing parkland,
National standards used in park planning,
An estimate of recreational demands,
A summary of the condition of the facilities available to the community, and
A general identification of deficiencies and possible enhancements to the park system.
DEFINITION OF PUBLICLY ACCESSIBLE OPEN SPACE
“Public open space” is land that has been specifically dedicated or reserved for active or
passive recreational use, or for conservation purposes. No such restrictions have been placed
on “undeveloped” or “vacant” land, and it can be assumed that all or part of this land will
eventually be developed for some other use.
Designated open spaces in Olean fall into the following categories: City-owned parks and
recreational facilities and recreational facilities owned by private or not-for-profit entities.
FUNCTIONS OF OPEN SPACE
Open space serves many different purposes in the City. It provides recreational opportunities
for residents, provides public access to waterfronts, protects wildlife habitats, preserves
important scenic features and a visually pleasing landscape, and serves to maintain critical
environmental resources, such as stream corridors.
The factors provided by the National Recreation and Park Association (NRPA) help to define
each type of parkland and include typical site criteria for each type of parkland. This
information was used to help examine the adequacy of the supply of Olean’s public
recreational facilities. In addition, the study used NRPA population-based standards to
determine the amount of neighborhood and community parkland potentially required in Olean.
INVENTORY OF EXISTING RESOURCES
An inventory of existing public and private recreational facilities within the City was
conducted. Existing facilities included:
•
•
•
All parks and open space that are currently owned and operated by the City;
Privately-owned open spaces maintained, leased, or programmed for public use;
Publicly-owned facilities that are not owned or leased by the City but are used by
residents either free of charge or on a fee basis.
There are more than 150 acres of City land dedicated to recreational use in the City of Olean1.
Facilities consist of parks, recreational facilities and the Allegheny River Trail. Neither New
York State nor Cattaraugus County own recreational land in the City. Parks and recreational
facilities in Olean are described in detail in Table 2.2-1 below.
33
Table 2.2-1
Parks and Recreational Facilities in the City of Olean
Name
Ownership
Acreage
Type
Features
City
50.87
Community
City
48.70
Community
2 regulation baseball fields (1 w/ lights), 3 regulation
softball fields (1 w/ lights), 3 youth fields, 1 little league
field w/ concession stand, 2 farm league fields, football
field w/ lights and concession stand, bleachers for some
fields, 2 playground areas, fishing pond, restrooms,
pavilion, picnic tables and grills throughout the park, paved
parking for 225, staffed during summer for youth recreation
programs
Large enclosed pavilion w/ gas stove and hotplates, stage,
and several outdoor concession stands
Subtotal
99.57
War Veterans’ Park
City
10.40
Neighborhood
Franchot Park
City
9.52
Neighborhood
Volleyball court, handicapped accessible playground
equipment, pavilion with electrical service and kitchens at
both ends
Tennis playback wall, basketball court w/ lighting, baseball
field w/ dugouts and bleachers, 2 small softball fields,
volleyball, bocce courts, shuffleboard, horseshoe pits,
wading pool, playground structure, trail, gazebo, 2
pavilions, bathhouse
James “APP” Driscoll
Polo Park
Oak Hill Park
City
5.80
Neighborhood
Softball field, playground equipment, and picnic table
City
5.60
Neighborhood
2 tennis courts, half basketball court, playground area,
staffed during summer for youth recreation programs
Marcus Park
City
4.04
Neighborhood
Franklin-Hysol Park
Dexter/Hys
ol Division
leases to
City
3.00
Neighborhood
Regulation softball field w/ fence, lighting, dugouts and
bleachers; concession stand w/ restrooms; press box;
playground area; staffed during summer for youth
recreation programs
Softball field, par-3 golf hole
Community Parks
Forness Park
Gargoyle Park
1
Neighborhood Parks
Boardman Park
City
2.84
Neighborhood
King Street Park
City
2.52
Neighborhood
Magnano Park
City
1.80
Neighborhood
Lincoln Park
City
1.70
Neighborhood
Homer Park
City
.98
Neighborhood
Chamberlain Park
City
.28
Neighborhood
Irving
City
.20
Neighborhood
Subtotal
48.68
Other Recreational
Areas
Bradner Stadium
34
6.07
Basketball court, playground equipment, staffed during
summer for youth programs
2 softball fields and playground area
Half basketball court, backstop, playground equipment,
staffed during summer for youth programs
Shuffleboard court, electrical service throughout park,
gazebo-used for summer concerts and rental (weddings
and community activities)
Backstop, playground equipment, staffed during summer
for youth programs
Playground equipment
Football/athletic field, 400 meter paved track, track and
field layout, lighting, seating for 4000-5000, restrooms,
locker rooms, concession stand, limited parking
Table 2.2-1
Parks and Recreational Facilities in the City of Olean
Name
Ownership
Acreage
Type
William O. Smith
Recreation Center
New YMCA
Sources:
Features
Indoor - ice rink, two basketball courts, three volleyball
courts, a recreation room, boys and girls locker room
facilities. Outdoor - swimming pool, wading pool, skate
park. Concession area and Pro Shop.
YMCA,
JCC
Three gymnasiums, a wellness center including weighttraining and cardiovascular equipment, an aerobic studio,
Olympic-size pool, family-fun pool, therapy pool, indoor
track, full-size climbing wall and locker room facilities
Subtotal
6.07
TOTAL
154.32
City of Olean Department of Youth and Recreation., March 2004
_________________________
1
Note: Gargoyle is located in the Town of Allegany, just west of the City/Town boundary. The park is
owned by the City of Olean and included in this analysis.
NATIONAL STANDARDS USED IN PARK PLANNING
Planning organizations have formulated open space standards to guide decision-makers in
determining how much open space is needed or desirable in an area. The standards are based
on the type of open space provided (e.g., community or neighborhood, active or passive), the
size of the population to be served, and distance from the open space. A standard measure of
access to open space is provided by the ratio of available open space acreage per 1,000
residents. As discussed above, open space serves many different purposes. These standards
apply to the amount of open space for recreational purposes. Passive open space or
preservation of site-specific features or natural resources cannot be similarly quantified and
these decisions must be based on a site-specific evaluation. In order to evaluate the existing
park and recreational facilities, national standards were used to project the probable demand for
park facilities. For purposes of this study, the NRPA general parkland acreage standards were
used. This study addresses the adequacy of neighborhood parks and community parks which
serve the City of Olean residents.
The factors provided by NRPA that help to define each type of parkland and include typical
site criteria for each type of parkland are listed below. This information was used to help
examine the adequacy of the supply of Olean’s public recreational facilities. In addition, the
study used NRPA population-based standards to determine the amount of neighborhood and
community parkland potentially required in Olean.
NEIGHBORHOOD PARK
•
•
•
Generally 2-20 acres in size
Serves people within a one-half mile radius, with 1.7 acres minimum available per
1,000 persons
Preferably located near an elementary school or near the center of a population
concentration
35
•
Typical facilities are for unsupervised sports, play equipment, multi-use areas, turf
area, tree plantings, some passive area, and minimal allocations for auto parking. With
a summer playground program, a small shelter is desirable.
May include the following types of facilities:
Ball fields
•
Examples include softball or little league field only; bleachers, team benches, backstop
and fences.
Tot Lots
•
•
•
Generally less than one acre in size,
Usual facilities include play apparatus for small children only; benches, sand area,
small wading or spray pool, landscaped areas, and shaded areas for supervising
parents,
May include alternate facilities such as quiet game areas, multipurpose court, or other
features.
School Recreational Facilities
•
•
May be considered a neighborhood park, yet access is limited and serves most of the
people within the community through normal school activities,
Usual facilities include children's playground areas, multi-purpose courts, school
athletic playing fields, off-street parking and related uses.
COMMUNITY PARK
•
•
•
•
•
•
Generally 50-100 acres, or more, in size. May be considerably smaller if the park
contains a unique attribute (e.g. waterfront location).
Serves the whole community, but most desirably located within a three mile radius,
with seven acres minimum available per 1,000 persons.
Location depends on availability of appropriate sites. However, community parks
should be located as close to the population centers as possible.
Usual facilities include active athletic areas similar to playing fields, with at least half
of the area left more natural in character, with picnicking, hiking, camping, archery,
golf, fishing, boating, ice skating and water sports, if appropriate, included.
Interior roadways with area parking are required.
Shelters, swimming pools, and quiet areas are desirable.
FACILITY PLANNING STANDARDS
In addition to the general parklands acreage standards, the NRPA, the New York Statewide
Comprehensive Outdoor Recreation Plan (SCORP) standards, and specific sport federation
standards were used to establish the number of units of functional activity (e.g., baseball fields
and tennis courts), which on average, should be provided within the City park system.
The types of activities include a broad range of outdoor facility types, including baseball,
softball, volleyball, skiing, nature trails, areas for picnicking, tennis courts, playground
equipment, ice skating, swimming pools, fishing, basketball, football, soccer fields, archery,
36
golf, and horseshoes. The recommended standards for each activity are listed in Table 2.2-2,
below. The planning standard identified in the column with “Average/1,000" represents the
combined average ratio per 1,000 City residents. These ratios were selected as the basis for
this analysis because the park facilities are shared by residents of the combined community.
ADEQUACY OF OPEN SPACE RESOURCES
QUANTITATIVE ANALYSIS
General Parkland Criteria
This section addresses the adequacy of general types of parkland - neighborhood parks and
community parks. The City owns 148 acres of neighborhood and community parkland which
serve the residents of the City of Olean.
In 2000, the permanent year-round population of the City of Olean was 15,347. According to
the NRPA standards, the park facilities in the City of Olean essentially meet the national
guidelines for the availability of total recreational space. The excess of neighborhood parkland
over the standard amount of parkland more than compensates for the City’s slight deficit of
community parkland.
Table 2.2-2
Facility/Activity Planning Standards
Facility
NRPA Standard/1,000
Tennis
Volleyball
Basketball
Baseball
Softball
Football
Soccer
Ice Skating/Hockey
Field Hockey
400-Meter Track
Swimming Pool
Trails (bike, walk, xcountry, horse)
Picnic Shelters
Picnic Tables
Rollerblading/Skating
Toddler Playground
.5 courts
.2 courts
.2 courts
.2 fields
.2 fields
.05 fields
.1 fields
.01 rinks
.05 fields
.05 tracks
.05 pools
.25-.5 miles
NYS Comprehensive
Recreation Plan/1,000
.5 shelters
8 tables
.05 rinks
.1 acres
.5 courts
1 court
3 acres
.4 rinks
1.0 acres
Average/1,000
.5 courts
.2 courts
.2 courts
.2 fields
.2 fields
.05 fields
.1 fields
.05 rinks
.05 fields
.05 tracks
.05 pools
.25-.5 miles
.5 shelters
8 tables
.05 rinks
.5 acres
Sources: National Recreation and Parks Association
Total Acreage.
According to the NRPA standards, the City of Olean should have roughly 133 acres of
combined neighborhood and community parkland based on its 2000 population of 15,347
37
residents. Based on the NRPA standards, the City should have about 107 acres of community
parkland, and 26 acres of neighborhood parkland (see Table 2.2-3).
Table 2.2-3
Recommended Acres of Parkland
Park Type
Neighborhood Park or
Playground
Community Park
Total
National Standard
(Acres/1,000
Persons)*
National Standard Applied to
City Population in 2000**
Existing
in City
1.7
26.09
48.68
7.0
6.5-10.0
107.43
133.52
98.57
147.25
Application of the standards indicates that the City has roughly 49 acres of neighborhood
parkland. As discussed above, these local parks are defined as being 20 acres or less in size,
and are typically active-use facilities in or near residential neighborhoods and contain activities
such as playgrounds and basketball courts that are heavily used by children. Included in this
inventory are the 10.4-acre War Veterans’ Park and the 9.5-acre Franchot Park, as well as
James Driscoll, Oak Hill, Marcus, Franklin-Hysol, Boardman, King Street, Magnano, Lincoln,
Homer, Chamberlain and Irving Parks.
The community parks in the City of Olean total 100 acres, which fall slightly short of the
recommended amount of 107 acres. Included in this are the 51-acre Forness Park and the 49acre Gargoyle Park. The City is exploring the idea of developing additional land on Mount
Hermann for recreational purposes, which could potentially add up to 100 acres of park land.
OPPORTUNITIES
POSSIBLE DEFICIENCIES AND ENHANCEMENTS
FACILITY DISTRIBUTION
The geographic distribution of the City’s park system is another major planning consideration.
The locations of the City’s facilities were examined to determine whether there are areas of the
community not adequately served by the existing neighborhood parklands or playgrounds.
NRPA recommends that each neighborhood park serve a surrounding area of approximately
0.5-mile radius in a city or urban setting.
FACILITY STANDARD
Table 2.2-4 compares the facilities recommended by the park planning standards (based on the
analysis above) and the actual facilities currently provided by the City. As the table indicates,
based solely on the quantitative park standards, Olean’s parks and recreation infrastructure
meet most of the national guidelines. However, the analysis indicates a few areas of need.
Areas in which the City falls short include soccer fields, field hockey fields and picnic shelters.
Currently, the City uses other facilities for soccer and field hockey usage, including the football
fields at Bradner Stadium and Forness Park.
38
Table 2.2-4
City of Olean Recreational Facility Needs Assessment
Activity
Existing CityOwned Facilities
Facilities Needed
Tennis
Volleyball
Basketball (Outdoor)
Baseball (Little League, T-Ball, Minor
League)
Softball
Soccer
Football
Ice Skating
Field Hockey
400-Meter Running
Swimming
Trails (Biking, Walking, X-Country Skiing)
Rollerblading/In-Line Skating
Toddler Playground
Picnic Shelters (pavilions)
Picnic Tables
Fishing
6
5
9
11
0 Courts
0 Courts
0 Courts
0 Fields
10
0
2
1
0
1
3
5.6 miles
5.6 miles
9
3
139
1
Boating
1
0 Fields
2 Fields
0 Fields
0 Rinks
1 Field
0 Tracks
0 Pools
0 Miles
0 Rinks
0 facilities
5 Shelters
0 Tables
No Applicable
Standard
No Applicable
Standard
39
CHAPTER 2.3
SOCIOECONOMIC CONDITIONS
A. POPULATION CHARACTERISTICS AND TRENDS
TOTAL POPULATION
Like many older small cities across New York State and the Northeast, the City of Olean has
experienced a long and steady decline in population over the past 50 years. According to
statistics from the U.S. Census Bureau, there were 15,347 residents living in the City of Olean
in 2000. This 1,599 person change represents a nine percent decrease in population from 1990.
The population of Olean has declined at an average rate of eight percent since its peak
population of nearly 23,000 in 1950. In total, between 1950 and 2000, the City’s population
dropped by fully 45 percent, representing a loss of some 8,600 residents. In contrast, the
County and the State experienced modest levels of growth over the five-decade period.
Thus, despite population losses in its central City, Cattaraugus County has experienced very
different population trends between 1950 and 2000. The County did not experience population
loss until after the 1980 Census. Between 1980 and 1990, the County lost 1.7 percent of its
population, or 1,463 residents. The following decade saw a much slighter decline, with a loss
of 279 residents, or 0.3 percent. Table 2.3-1, below, provides detailed population history for
the City and the County.
Table 2.3-1
City of Olean, Cattaraugus County, and New York State
Population Trends and Projections, 1950 to 2010
City of Olean
Change by Decade
Cattaraugus County
New York State
Change by Decade
Total
Total
Total
%
Year
Population
%
#
Population
%
#
Population
Change
Census Population
1950
22,884
-------1960
21,868
-4.4%
-1,016
80,187
----1970
19,169
-12.3%
-2,699
81,666
1.8%
-18,236,967
-1980
18,207
-5.0%
-962
85,697
4.9%
4,031
17,558,072
-3.7%
1990
16,946
-6.9%
-1,261
84,234
-1.7%
-1,463
17,990,455
2.5%
2000
15,347
-9.4%
-1,599
83,955
-0.3%
-279
18,976,457
5.5%
Change,
-33.9%
-7,537
1950-2000
4.5%
3,768
4.1%
Projected Population1
2010
NA
--83,359
-0.7%
-596
19,506,205
2.8%
Source: U.S. Census Bureau
1
Notes: State and County Population Projections, 2010: Cornell University. New York Statistical Information
Center, Cornell University
POPULATION PROJECTIONS
Official population projections at the County level show a less than one percent decline in
population for Cattaraugus County. As the population loss at the county level is lower than the
loss at the City level, it is reasonable to assume that much of these opposite population trends
are the result of people moving out of the city to other suburban and rural municipalities within
40
Cattaraugus County (e.g., Towns of Olean, Allegany, Hinsdale, Franklinville, and
Ellicottville).
AGE AND RACE
MEDIAN AGE
The median age of residents in Olean is 38.3, slightly higher than that of Cattaraugus County
(37.4) and of New York State (35.9).
Despite a general decline of population in the cohort, Olean’s aging population (65 years of age
and older) has increased as a percentage of the total population since 1960. Table 2.3-2, below,
illustrates this trend. The percentage of the County’s 65 and older population is lower than the
Olean, with 14.7 percent. Both the City and the County have higher percentages of 65 and
older populations that New York State as a whole (12.8 percent).
Table 2.3-2
City of Olean
Comparison of “65 +” Population Cohort,
1960 through 2000
Year
Population, 65+
1960
1970
1980
1990
2000
2,834
2,572
2,931
2,994
2,744
% of Total Population
13%
13.4%
16.1%
17.7%
17.9%
Source: U.S. Census
RACE
Olean’s population is almost 95 percent white, followed by four percent black. Other races
make up the remaining percentage. This trend is very similar on the County level, with 96
percent white, and less than two percent black. Roughly three percent of the County’s
population is American Indian.
INCOME AND POVERTY
MEDIAN HOUSEHOLD INCOME
The median household income of the City and County is low when compared with New York
State. In 1999, the median household income in the City was $30,400, and in the County was
$33,404. The median household income in the State was $43,393.
POVERTY STATUS
There were 538 families (13.9 percent) living below the poverty level in Olean in 1999. This is
slightly higher than the percentage of families living below the poverty level county-wide (10
percent) but also slightly lower than the percentage statewide (14.6 percent).
41
WORKER CHARACTERISTICS
OCCUPATION
In 2000, 7,212 Olean residents (47 percent) aged 16 years and older were employed. White
collar fields (including management and professional, and sales and office occupations)
comprised 60 percent of the workforce. This is somewhat higher than white collar fields in
Cattaraugus County (50 percent), but in line with white collar fields in New York State (63
percent). In contrast, blue collar occupation groups (including construction, extraction, and
maintenance; and production, transportation, and material moving) comprise 20 percent of the
workforce, which is lower than blue collar fields in the County (30 percent) and once again in
line with blue collar fields in the State (19 percent). Table 2.3-3, below, details employment by
occupation in the City of Olean, and shows the comparison to Cattaraugus County and New
York State.
Table 2.3-3
City of Olean, Cattaraugus County, and New York State
Employed Persons by Occupation, 2000
City of Olean
Occupation
Number
Percent
Cattaraugus
County
New York
State
Employed Persons 16 Years and Over
7,212
100.0%
100.0%
100.0%
Management, professional, and related
2,481
34.4
27.4
36.7
Service
1,366
18.9
17.5
16.6
Sales and office
1,891
26.2
23.3
27.1
15
0.2
1.3
0.3
426
5.9
9.5
7.6
1,033
14.3
21.1
11.7
Farming, fishing, and forestry
Construction, extraction, and maintenance
Production, transportation, and material
moving
Source: U.S. Census Bureau
INDUSTRY
Among industry types, the educational, health, and social services industry employed the
highest number of workers residing in the City with 30.7 percent. The proportion of employees
in this industry is higher than in the County and New York State, with a share of 24.3 percent
each. This high percentage is reflective of the concentration of educational institutions in the
City, including the Olean City Schools, Jamestown Community College, BOCES, and the
nearby St. Bonaventure University, as well as the presence of Olean General Hospital and
Olean Medical Group.
The lowest percentage of industry employment is in the agriculture, forestry, fishing and
hunting, and mining category. Olean’s share, less than one percent, is much lower than the
County’s share (2.9 percent), and is consistent with New York State’s share (0.6 percent).
Manufacturing is the City’s second lowest category of employment by industry. Manufacturing
in Olean employs a smaller percentage of people (13.7 percent) than in the County (19.1
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percent). Both percentages, however, are higher than the state’s share of manufacturing
employment (10 percent). The City of Olean’s manufacturing industry has declined since the
1990 U.S. Census, at which time manufacturing employed 1,337 people, or 19 percent of the
workforce. See Table 2.3-4 below.
Table 2.3-4
City of Olean, Cattaraugus County, and New York State
Occupation by Industry, 2000
City of Olean
Industry
Number
Percent
Cattaraugus
County
New York
State
7,212
100.0%
100.0%
100.0%
36
0.5
2.9
0.6
219
987
166
1,124
3.0
13.7
2.3
15.6
5.7
19.1
3.0
12.3
5.2
10.0
3.4
10.5
Transportation and warehousing, and utilities
237
3.3
4.8
5.5
Information
192
2.7
1.6
4.1
Finance, insurance, real estate, and rental and leasing
354
4.9
3.2
8.8
Professional, scientific, management, administrative,
and waste management services
318
4.4
4.4
10.1
2,214
30.7
24.3
24.3
732
10.1
9.3
7.3
349
4.8
4.6
5.1
284
3.9
4.7
5.2
Employed Persons 16 Years and Over
Agriculture, forestry, fishing and hunting, and mining
Construction
Manufacturing
Wholesale trade
Retail trade
Educational, health, and social services
Arts, entertainment, recreation, accommodation and
food services
Other services (not public administration)
Public administration
Source: U.S. Census Bureau
JOURNEY TO WORK
In 2000, 73 percent of Olean’s workforce drove alone to work, which is comparable to the
County where 76 percent of the workforce drove alone to work. These figures are much higher
than statewide, where 56 percent of the workforce drove alone to work. The second highest
means of commuting to work in Olean is carpooling. Roughly 13 percent of the workforce in
Olean carpool to work, which is again similar to the County where 12 percent of the workforce
carpools. These figures are both higher than the state’s carpooling share, as only 9.2 percent of
the statewide workforce carpool to work. In total, however, only 65 percent of the statewide
workforce is reliant on a motor vehicle to commute to work, whereas 86 percent of the City’s
workforce is reliant on a motor vehicle to commute to work.
A slightly higher proportion of city residents walk to work in Olean (eight percent) than
county-wide (six percent). Statewide, only six percent of the population walks to work. Only
152 people or 2.2 percent use public transportation in the City, a slightly higher proportion than
in the County (less than one percent). Statewide, nearly one-quarter of the population takes
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public transportation to work. The low proportion in Olean and Cattaraugus County reflect the
rural nature of the County, as compared to the majority of New York State.
B. HOUSING
HOUSING CHARACTERISTICS AND TRENDS
TOTAL UNITS
There were 7,121 housing units in the City of Olean in 2000. The housing vacancy rate in the
City is nearly ten percent, with 675 housing units vacant. The City’s vacancy rate is lower than
that of Cattaraugus County, which has 7,819 vacant units, or 20 percent of the total housing
stock.
OCCUPANCY AND TENURE
The City’s occupied units include 4,503 single-family units (63 percent), 1,187 two-family
units (16.7 percent), and 1,386 multiple-family units (19.5 percent). Less than one percent of
the total units are mobile homes, boats, or recreational vehicles. The City’s percentage of
single-family units is slightly lower than the percentage of single-family units County-wide,
with 67 percent of housing used as single-family. The Town of Olean, which surrounds the
City, contains a much higher percentage of single-family units at 79 percent. The lower
percentage of single-family units in the City is reflective of the urban density and nature of the
city.
Student Housing
The lower percentage of single-family units county-wide is partially due to the student housing
affiliated with St. Bonaventure University, which is located adjacent to the City of Olean city
line. Roughly 75 percent of St. Bonaventure’s 2,850 students live on campus. St. Bonaventure
maintains seven housing complexes that include dormitories, garden apartments, and
townhouses.
HOUSING VALUES
The median value of Olean’s housing ($58,900) is just under the median value of the County’s
housing ($60,800). The values of housing in communities in Cattaraugus County are
considerably lower than the median value of housing throughout the state ($148,700). The
median gross rent in the City ($421/month) and the County ($425/month) are both roughly 27
percent lower than that of New York State ($672/month).
HOUSING ASSISTANCE PROGRAMS
PUBLIC HOUSING
The City of Olean Housing Authority, incorporated by the State of New York in 1969, has four
projects located on six sites consisting of 306 low-income public housing units. There are 143
elderly units and 163 family units. The family units consist of South Court (55 units) located
on Martha Avenue; West Court (53 units) located on North 15th Street; and Alder Court (55
units) located on Alder Street. The elderly units consist of the Olean House (62 units) located
on North Union Street; Seneca Court (60 units) located on Alder Street; and Spring Court (21
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units) located on Spring Street. The Authority's operating and capital improvement expenses
are subsidized by the U.S. Department of Housing & Urban Development.
SUBSIDIZED HOUSING
There are several subsidized housing complexes located in the City and operated by both
private and not-for-profit corporations.
HOUSING ASSISTANCE PROGRAMS
First Time Home Buyers Program
The City of Olean was awarded $400,000 in 2000, 2002 and again in 2004 in grant funds (for a
total of $1.2 million) under the Small Cities Community Development Block Grant Program.
This comprehensive program provides direct activities that promote homeownership and
includes the following elements:
•
Outreach and marketing efforts to attract new prospective homeowners to the City,
thus increasing the population and strengthening the local tax base.
•
Counseling of prospective homeowners to provide essential information on budgeting,
importance of establishing and maintaining good credit, debt management, saving and
investing.
•
Grant/loan funds for down payment, closing costs and rehabilitation assistance to
eligible low- and moderate-income individuals and families.
Housing Rehabilitation Grants
The Rural Revitalization Corporation (RRC) sponsors a number of grant and loan programs
designed to upgrade single-family owner-occupied housing. These programs are administered
in various areas of the County, although a prime focus is on the City of Olean. The New York
State Division of Housing and Community Renewal has provided RRC with two housing
rehabilitation grants for the Route 16 corridor. Half of the funds available through the first
grant were used for homes within the City. The second grant of $335,000 is intended to
rehabilitate twenty-two housing units in the corridor.
In addition, RRC has secured $300,000 in grant funds from the New York State Affordable
Housing Corporation to rehabilitate thirty housing units on a county-wide basis, and the RRC
recently applied for Access to Home Funds totaling $200,000 to rehabilitate sixteen units for
persons with disabilities.
The City and the RRC have targeted downtown rental housing for upgrades. Funding in excess
of $100,000 from the State Office of Small Cities is available through the Downtown Rental
Housing Improvement Program. The RRC received a grant of $200,000 under the New York
State Main Street Program, $100,000 of which is targeted for downtown rental housing.
Section 8 Housing
The Cattaraugus Development Corporation (CDC) administers Cattaraugus County’s Section 8
housing program, which provides rental subsidies to eligible individuals and families. The
CDC has recently implemented the Section 8 Homeownership Program and is partnering with
the City and Rural Revitalization Corporation to assist existing Section 8 recipients in
qualifying for the first-time homebuyers’ programs.
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HOUSING CONDITION
With much of its housing stock dating from before 1940, Olean must deal with the ongoing
need to keep its housing in a state of good repair. In addition to housing rehabilitation, another
tool available to municipalities to deal with this issue is code enforcement, which typically is
handled through a combination of pro-active inspection and reactive complaint resolution.
Periodic inspections represent the best means of systematically identifying and correcting
problems early on, although many home owners may find the inspection process intrusive.
Inspecting all structures in the city on a regular basis also represents a significant staff
commitment, which must be balanced against competing needs.
Relying on citizen complaints to identify structures in need of inspection and enforcement
action will certainly focus resources on immediate problems, but the down side is that not all
housing problems are readily identifiable by outside observation and not every neighbor or
citizen is willing to file a complaint, even in the face of an obvious code violation. Therefore,
using complaints to set the inspection agenda is ultimately not a comprehensive approach to
upgrading and maintaining housing stock. Ideally, a balance should be struck between
inspection and complaint resolution, although this may require a greater commitment of staff
than Olean is currently making to the code enforcement function. Public education campaigns
regarding housing standards and home owner responsibilities and obligations may also be
helpful compliance tools in a limited resource situation.
PROPOSED HOUSING DEVELOPMENTS
Although there is not a great deal of land available within the City for extensive new housing
developments, at least one proposed project has progressed. The second phase of the Forest
Hills subdivision located in the northeast section of the City will help the City increase its stock
of newer, upscale housing units.
C. ECONOMIC CONDITIONS
EMPLOYMENT
MAJOR EMPLOYERS
As illustrated in Table 2.3-5, below, the City of Olean is the location of several major
employers in Cattaraugus County. The table lists the top 25 employers in Cattaraugus County
(companies that employ 150 or more workers), 14 of which are located in Olean. Over 6,000
Olean workers work for one of the top 25 employers.
Table 2.3-5
Cattaraugus County Inventory of Major Employers
Name
Product/Service
Western New York Developmental Center
Services
Cattaraugus County
Government Services
Dresser Rand
Location
Employees
2,640
Little Valley & Olean
1,291
Engines, Compressors, Gas Turbines
Olean
1,065
Olean General Hospital
Medical Facility
Olean
950
West Valley Nuclear Services Co.
Services
West Valley
803
Cattaraugus-Allegany BOCES
Education Services
Olean, Ellicottville
800
46
Seneca Nation of Indians
Government Services
Salamanca
610
Alcas Corp.
Household & Professional Cutlery
Olean
603
St. Bonaventure University
University
St. Bonaventure
547
The Rehabilitation Center
Education Services
Olean
489
Olean High School
Education
Olean
419
Dal Tile International
Ceramic Mosaic Floor & Wall Tile
Olean
315
Cooper Power Systems Group
Surge Arrestors, Fuse Cutouts
Olean
300
Dexter Electronic Materials
Epoxy Resins/Industrial Plastics
Olean
285
Salamanca Central School District
Education
Salamanca
280
Olean Wholesale Grocery Co-op
Co-op
Olean
246
Olean Advanced Products (AVX Ceramics)
Ceramic Capacitors
Olean
245
Tri-County Memorial Hospital
Medical Facility
Gowanda
230
SubCon Industries
Handicap Workshop
Olean
210
Olean Medical Group
Medical Facility
Olean
200
Fitzpatrick & Weller
Furniture Dimension Lumber
Ellicottville
200
Signore Division AVM Corporation
Office Furniture
Ellicottville
163
Stroehmann Bros.
Bread, Rolls, Cakes
Olean
162
Woodland Park Health Care Center
Nursing Home
Salamanca
157
Bush Industries
Computer Furniture/Housewares
Little Valley
150
Cattaraugus County Total
13,360
Olean (City and Town) Total
6,134 (46%)
Source: Southern Tier West Regional Planning and Development Board, Cattaraugus County
RETAIL ANALYSIS
Retail development has become one of the most vexing challenges facing communities across
the country. The rapid emergence of mass market retailers (the “big box” stores such as WalMart, K-Mart, and Home Depot) has introduced a very significant factor into a retail market
place that had already evolved from an almost total reliance on department stores in the Central
Business District (CBD) to one that saw malls and suburban strip plazas as the new retail base.
While many downtown business districts had found ways to develop retailing that could
complement suburban malls, the mass marketers are once again altering the retail landscape in
a way that even the malls find challenging. The CBD’s are in an even more precarious
position.
Olean’s situation mirrors that of many small cities. The west end of the City and the
neighboring area of the Town of Allegany have become a major mass market retailing center.
This has put pressure on both the Olean Center Mall and Olean’s downtown retailers; both of
these retail areas have seen their market move westward in response to big box development.
From a community development point of view, there are no easy answers. Mass market
retailing is clearly in demand by many consumers and attempting to set up barriers to its
development may be not only fruitless, but may also run counter to the express desires of many
residents of the western southern tier. Unfortunately, big box retailing is setting up outside the
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City, where large parcels of affordable land can be used to build both large stores (to display a
vast array of goods) and abundant parking (to draw in a distant regional customer base). In
smaller, older cities like Olean, these large building lots are simply unavailable. The outcome
is that City-based retailers suffer market losses, while the City is unable to share in the benefits
of the new mass market retailing revolution.
A difficult and challenging balancing act will be required if Olean is to develop a sound retail
market. Downtown and the west end must ultimately complement each other to provide a full
array of both retail options to the region. The East State Street corridor may also present
options for retail development within the City limits that serves local residents, takes advantage
of relatively strong traffic counts from neighboring municipalities, and relieves some pressure
on development in the west end.
Downtown Olean
The CBD, oriented around the intersection of State and Union Streets, includes traditional
storefront retail shops in older (in some cases, historic) buildings, newer free standing retail
developments including drugstores, and, at the northern end, the Olean Mall. As noted above,
CBD retailing will never compete with mass market retailers. However, the experience in
many small cities has been that specialty retailing can succeed in a downtown setting,
particularly where a “pedestrian friendly” browsing experience can be created. Smaller New
York State cities like Saratoga Springs and Corning have successfully created such retail
experiences. Specialty retailing is based upon offering unique goods and services that are not
available in the mass market retail environment. In Olean, the presence of the Olean Mall also
represents an opportunity, because there are a number of large retailers who prefer to set up in
a mall environment, and not utilize the discounted mass market approach. Therefore, while the
CBD is facing retail challenges, there appear to be opportunities. A viable long term strategy
may be to focus on downtown specialty retailing coupled with established and experienced
mall retailers. A critical part of the strategy may be a marketing effort that informs consumers
of the full array of available shopping options – mass market, mall, and specialty.
Route 417 Corridor - West
The Route 417 corridor to the west is the center of the mass retail market expansion, but the
limited space within the City limits is constraining Olean’s opportunities to share in the
benefits of the development. There is only one major development parcel remaining in the
West State Street area (the Benderson property), which must be a priority in Olean’s west end
retail development strategy. Beyond this parcel, the city must decide if it wants to compete for
a greater share of mass market developments. To do so may require a defined effort to expand
the regional retail center beyond the Route 417 corridor to include other areas in the northwest
portion of the city. This would include the area extending from the I-86 interchange on
Buffalo Street, along Buffalo Street to Constitution Avenue, and then on Independence Drive
to West State Street. This potential retail development corridor would include several larger
development parcels that could be attractive to mass market retailers. The corridor would also
benefit from more direct access off the interstate highway, which will increase the regional
customer base. To take full advantage of this potential retail corridor, the City would need to
examine traffic flows in detail and determine what changes would be necessary to
accommodate increased traffic between I-86 and the existing Route 417 corridor.
Pursuing retail developments in the northwest corridor will have negative implications for the
Olean Mall and the CBD unless a carefully conceived and linked marketing strategy is
established. The key to balanced retail development is achieving a complementary – as
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opposed to a competing – relationship among mass market retailing, mall retailing and
downtown specialty retailing.
Route 417 Corridor – East
The East State Street corridor has a different character than West State Street, but it
nevertheless offers some retail development options. The current development pattern offers
fewer consumer retailing options than the west end, but a broader array of retail services could
be supported because of demand by local residents and good traffic counts. There are
challenges in that commercial buildings and building lots are smaller and more limited along
East State Street. Nevertheless, a retail development strategy for this corridor could enhance
services for local residents, contribute to the tax base, and capture some of the regional retail
market that enters Olean from the east.
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SECTION 2.4
HISTORIC RESOURCES
A. INTRODUCTION
Historic preservation has become a substantial force of social, economic and aesthetic benefit
to communities in New York State and across the nation. Many communities have recognized
the importance of preserving the historic character of their communities and have made efforts
to preserve and protect individual structures and the historically or architecturally significant
neighborhoods in which they exist. The historic resources in the City of Olean include the post
office, the library, the armory, and the Oak Park residential neighborhood.
As part of the Comprehensive Plan, a listing and description of the City's designated historic
and archaeological resources was prepared. Becoming knowledgeable about its historic and
archaeological resources helps a community to identify and understand the economic,
geographic, environmental, social, and cultural forces that shaped its development.
This section describes the properties in the City of Olean that are listed on the State or National
Register of Historic Places (S/NR). This information can be used should demolition, alteration,
or adjacent new construction be proposed in these areas and for projects using state or federal
funds. State and National Register properties affected would require review by the State
Historic Preservation Officer (SHPO). In addition, listed properties could be eligible for
funding from the State Environment Quality Bond Act or for federal Rehabilitation Tax
Credits. Other uses for this information could include identification of educational, community
identity, aesthetic regulations, tourism, and recreational opportunities.
The city’s historic resources−both listed and not yet listed−also have tremendous potential to
assist in the continued revitalization of the City’s downtown. One of the first steps in this
process is to identify any recognized or potential historic resources that are located within the
city.
In exploring the possibilities of the nomination of additional properties located in the City of
Olean to the State and National Registers of Historic Places (S/NR), issues relating to the
potential significance of the properties, their age, and the intact nature of the original
construction were explored. This chapter concludes by summarizing the benefits associated
with listing on the Registers and the nomination process.
STATE AND NATIONAL REGISTER OF HISTORIC PLACES
The National Register of Historic Places is the Nation's official list of cultural resources worthy
of preservation. Authorized under the National Historic Preservation Act of 1966, the National
Register is part of a national program to coordinate and support public and private efforts to
identify, evaluate, and protect our historic and archeological resources. Properties listed on the
Register include districts, sites, buildings, structures, and objects that are significant in
American history, architecture, archeology, engineering, and culture. The National Register is
administered by the National Park Service (NPS), which is part of the U.S. Department of the
Interior. The New York State Register was authorized by the New York State Historic
Preservation Act of 1980. The same eligibility criteria are used for both the State and National
Registers. In New York, the State Register is administered by the New York State Office of
Parks, Recreation and Historic Preservation (OPRHP) acting as the State Historic Preservation
Office (SHPO).
50
B. BACKGROUND HISTORY
EARLY SETTLEMENT AND DEVELOPMENT
O riginally, the City of Olean was part of the territory of the Senecas, an Iroquois tribe. White
pioneers first came to the area in the mid 18th century. In the decades following the American
Revolution, the purchase of land in western New York by white settlers began to take place.
The area known today as Olean had its origin in the historic need for a convenient route to the
Ohio country and the West. In 1803, Major John Hoops, a Revolutionary War veteran,
purchased about 20,000 acres of land from the Holland Land Company. It is assumed that
settlers such as John Hoops foresaw that the land would serve as an important part of the
westward movement because of its advantage as the navigation headquarters at the headwaters
of the Allegheny River, providing a transportation linkage from the eastern states to the
Western Reserve and beyond. The site which Major Hoops envisioned as a navigation
headquarters for the westward migration was a point of land formed by the junction of Ischua
Creek with the Allegheny River. The city’s name was derived from the Latin word oleum,
meaning oil, a reflection on the importance of the petroleum industry in the early economy of
the area.
Within five years a settlement had been established. By 1808, the County of Cattaraugus was
formed and the land originally purchased by Major Hoops, the area called Olean, was breaking
up into smaller towns and villages.
A map of Olean, prepared in 1808 by E. Johnson for Hoops, showed a public square, a site for
a school, a ‘burying ground’ and several streets. Hoops planned a patriotic memorial in the
village square (now Lincoln Park). The central thoroughfares were named Union and State
Streets; other streets were named for Revolutionary generals who were his friends. Some of
these streets retain their original names: Barry, Putnam, Wayne, Henley, Laurens and Sullivan.
As the great westward migration gathered momentum many hundreds of pioneers arrived each
spring at Olean Point to await the flood tide to float their rafts and flat-bottomed boats, which
they called arks, down the Allegheny River to the Ohio River. At the peak of the river traffic,
around 1818, as many as 3,000 pioneers embarked during the season, and Olean Point was
better known than Pittsburgh or Buffalo.
Lumber, more than the movement of transient pioneers to the West that fostered the growth of
a permanent settlement at Olean. The area in and around the City was covered by vast stands of
white pine, oak, hickory, beech, maple and ash. The Allegheny River was a busy avenue of
commerce. Huge rafts were constructed of large logs, strung together in barge lines and piloted
down the river, headed for destinations such as Pittsburgh, Cincinnati or New Orleans.
The decline of Olean Point as a navigation headquarters for pioneers going west began around
1825 when the completion of the Erie Canal opened a direct route to the Great Lakes and the
Northwest. By the mid-1830’s the lumber boom was also tapering off though rafting continued
until 1851, when the Erie railroad was completed.
Olean was incorporated as a village and granted its first charter by the New York State
legislature in 1854. The development of Olean as a city began when the Buffalo and
Washington Railroad (the Pennsylvania) was finished in 1872. By 1874, Olean had become the
railroad center of petroleum operations in the area known as the Bradford territory. The
shipment of oil from Olean grew from a few barrels to more than 20,000 barrels a day. By
1878, there were 150 paying wells in the vicinity. Olean was incorporated as a city in 1893. By
the early 1900’s, the City of Olean had become an established industrial center.
51
UNDERGROUND RAILROAD
The Underground Railroad was perhaps the most dramatic protest action against slavery in
United States history. It was a clandestine operation that began during the colonial period, later
became part of organized abolitionist activity in the 19th century, and reached its peak in the
period 1830 - 1865. The story of the Underground Railroad is one of individual sacrifice and
heroism in the efforts of enslaved people to reach freedom from bondage.
The Underground Railroad was neither "underground" nor a "railroad," but was a loose
network of aid and assistance to fugitives from bondage. Perhaps as many as one hundred
thousand enslaved persons may have escaped in the years between the American Revolution
and the Civil War. After slavery was abolished, the story of the Underground Railroad was
kept alive by oral tradition and written works, including personal accounts and historic
documentations. Although the history of the Underground Railroad has been described in
several publications, information about the current condition of sites and structures has been
limited. Many of these sites and structures, especially in urban areas, have been demolished or
substantially changed to make way for
The City of Olean’s first record of an
development. The peak period of Underground
African-American settling in the area
Railroad operation was 1830 to 1865.
is that of 13-year-old Sarah Johnson.
The Underground Railroad was not a simple route
Bedraggled and hungry, Sarah arrived
north, but reflects network patterns and complex
in Olean in the 1850s. Doctor Martin
connections to Native American tribes, Mexico,
took her into his household and trained
Canada, and the Caribbean. When the Fugitive
her to be a midwife. Sarah Johnson
Slave Law was passed in 1850, slave owners from
took Doctor Martin’s advice to heart,
the south and anyone they hired were enabled to
serving the community as a midwife
chase down runaway slaves in the northern states.
throughout her life. Sarah married,
Canada was one of the only places where slaves
had children, and lived most of her
could obtain freedom. Western New York became
later years at her home in Olean,
the main line of escape to Canada for southern
which still stands at 607 Irving Street.
slaves. Many stations – i.e., farms or homes where
escaped slaves could receive clothing, food, shelter, and directions to the next station – were
located in Cattaraugus County. In Olean, Underground Railroad stations were generally located
near the Allegheny River, which transported runaway slaves seeking freedom in addition to its
usual load of and petroleum.
C. STATE AND NATIONAL REGISTER STANDARDS
Properties listed on the State and National Registers must meet established standards of
eligibility published by the National Park Service. The National Register's standards for
evaluating the significance of properties were developed to recognize the accomplishments of
all peoples who have made a significant contribution to our country's history and heritage. The
criteria are designed to guide State and local governments, Federal agencies, and others in
evaluating potential entries in the National Register.
CRITERIA FOR EVALUATION
The quality of significance in American history, architecture, archeology, engineering, and
culture is present in districts, sites, buildings, structures, and objects that possess integrity of
location, design, setting, materials, workmanship, feeling, and association, and:
52
A.
That are associated with events that have made a significant contribution to the broad
patterns of our history; or
B.
That are associated with the lives of persons significant in our past; or
C.
That embody the distinctive characteristics of a type, period, or method of
construction, or that represent the work of a master, or that possess high artistic values,
or that represent a significant and distinguishable entity whose components may lack
individual distinction; or
D.
That has yielded or may be likely to yield, information important in prehistory or
history.
CRITERIA CONSIDERATIONS
Ordinarily cemeteries, birthplaces, graves of historical figures, properties owned by religious
institutions or used for religious purposes, structures that have been moved from their original
locations, reconstructed historic buildings, properties primarily commemorative in nature, and
properties that have achieved significance within the past 50 years shall not be considered
eligible for the National Register. However, such properties will qualify if they are integral
parts of districts that do meet the criteria or if they fall within the following categories:
A.
A religious property deriving primary significance from architectural or artistic
distinction or historical importance; or
B.
A building or structure removed from its original location but which is primarily
significant for architectural value, or which is the surviving structure most importantly
associated with a historic person or event; or
C.
A birthplace or grave of a historical figure of outstanding importance if there is no
appropriate site or building directly associated with his or her productive life; or
D.
A cemetery which derives its primary importance from graves of persons of
transcendent
E.
importance, from age, from distinctive design features, or from association with
historic events; or
F.
A reconstructed building when accurately executed in a suitable environment and
presented structure with the same association has survived; or
G.
A property primarily commemorative in intent if design, age, tradition, or symbolic
value has invested it with its own exceptional significance; or
H.
A property achieving significance within the past 50 years if it is of exceptional
importance.
CURRENT NOMINATION PRIORITIES
In New York State, the Commissioner of Parks, Recreation and Historic Preservation through
the Historic Preservation Field Services Bureau administers the State and National Registers.
Currently, the Commissioner and the Bureau are encouraging nomination proposals in three
categories, including:
53
NOMINATION PROPOSALS THAT PROMOTE ECONOMIC REVITALIZATION
•
Federal investment tax credit projects
•
Main Street projects
•
Public and not-for-profit grant projects
•
Heritage tourism and recreation enhancement projects
•
Projects that will use historic preservation as a marketing tool
NOMINATION PROPOSALS THAT GENERATE BROAD PUBLIC SUPPORT
•
Projects sponsored by certified local governments
•
Projects sponsored by other municipalities
•
Projects sponsored by community organizations
•
Projects benefiting from widespread citizen participation
NOMINATION PROPOSALS THAT CONTRIBUTE TO PLANNING AND EDUCATION
•
Multiple property nominations that result from comprehensive surveys
•
Historic district nominations that result from surveys
•
Projects that provide recognition to properties that are currently under-represented
in the State and National Registers
•
Projects that foster pride in community history
•
Projects that foster awareness of historic properties
•
Projects that can be incorporated into local school curricula
D. DESIGNATED HISTORIC AND ARCHAEOLOGICAL RESOURCES
Table 2.4-1 lists some of the notable designated historic and archaeological resources in the
City, including numerous sites within the Oak Hill Park Historic District.
INDIVIDUAL RESOURCES
US POST OFFICE
The Olean post office is listed on the National Register of Historic Places as part of the United
States Post Offices in New York State—1858 to 1943—Thematic Resources. The nomination
includes 148 United States post office buildings that were constructed by the United States
Treasury Department and are currently owned by the United States Postal Service. The Olean
Post Office, constructed in 1910-12, is architecturally significant as a distinguished example of
early twentieth-century public architecture in New York State. Designed under the direction of
James Knox Taylor, Supervising Architect of the Treasury Department between 1897 and
1912, the building is a late and unusual example of Taylor’s work that differs significantly
from the Classical and Renaissance-inspired designs that characterize the majority of his work
in New York State.
54
The building represents an era when post office buildings were individually designed and when
attempts were made to integrate these buildings with the surrounding architecture. In the case
of the Olean Post Office, the styling is eclectic, employing Italian Renaissance and Craftsman
motifs, and complements the design of the adjacent Olean Public Library (1909), which also
features round-arched openings and a hipped roof in a Renaissance-inspired design. These
unusual details give the Olean Post Office a unique place among the thirteen Taylor-designed
post offices in the thematic nomination. The interior of the Olean Post Office retains much of
its original features, including a high ceiling with deep modillion cornice, oak woodwork and
low paneled wainscoting and cast-iron stairs.
OLEAN PUBLIC LIBRARY (OLD LIBRARY RESTAURANT)
The former Olean Public Library, now in use as the Old Library Restaurant, is located adjacent
to the Post Office on South Union Street. The old library is architecturally significant as a wellcrafted, architect-designed example of the Beaux-Arts style of architecture. Built in 1909, the
structure is a “Carnegie Library,” one of the many built throughout the United States from
approximately 1885 to 1919 with money donated by the wealthy industrialist and
philanthropist Andrew Carnegie. The building, with its architectural integrity intact, is an
example of the work of prominent architect Edward L. Tilton. The Library is distinguished
architecturally by its rich classically-inspired ornamentation.
CONKLIN MOUNTAIN HOME
Located on East State Street, the Conklin Mountain House is significant under National
Register Criterion 2 as a building that embodies the distinctive characteristics of the Second
Empire style of residential architecture. Constructed circa 1887, the house is an architecturally
distinguished example of late 19th century high style Victorian design. Historically, the Conklin
Mountain House is associated with William and DeWitt Conklin who developed Conklin
Wagon Works, one of Olean’s most important early industries. Later, the building was owned
by the Mountain family, who established the “Mountain Clinic Infirmary” at the property.
ST. STEPHEN’S EPISCOPAL CHURCH
A prominent feature in the City at the eastern edge of Lincoln Park, St. Stephen’s Episcopal
Church ranks among Olean’s finest religious edifices. The complex meets National Register
Criterion C as an intact, representative example of late-nineteenth century Victorian Gothic
ecclesiastical architecture. Completed in 1890 and designed by architect Robert Gibson, a
significant figure in New York State architecture during the period. St. Stephen’s reflects the
design influences of both English Gothic and Romanesque churches, reflecting the eclecticism
of the Victorian era. Historically, the church is the oldest continuous corporation of any kind in
the city.
OLEAN ARMORY
The Olean Armory is architecturally significant as an intact, representative example of an
Army National Guard armory in New York State and embodies the distinctive features of
medieval Gothic military architecture. Built in two phases (completed in 1890 and 1919,
respectively), and designed by architects Isaac Perry and Lewis Pilcher, the building retains a
high degree of integrity of design, materials and craftsmanship and embodies the three
distinctive characteristics of the building type as defined in the National Register Multiple
55
Property Documentation Form (MPDF) for Army National Guard Armories in New York
State.
The armory serves as both a military facility and a social clubhouse for a local unit of the
National Guard, as well as an imposing civic monument to military and government strength
and presence within the community. The armory consists of an administration building with an
attached drill shed at ground level. The armory is also historically significant for its association
with the National Guard, an integral component of the American military system.
MULTIPLE LISTINGS/HISTORIC DISTRICTS
OAK HILL PARK HISTORIC DISTRICT
The Oak Hill Park Historic District is an architecturally and historically significant
concentration of mid-nineteenth to early twentieth century residential, educational, and
religious architecture and landscape design. The district, added to the S/NR in 1997,
encompasses 325 acres of the City and includes 107 buildings. The Oak Hill Park Historic
District is historically significant for its architecture and engineering. The district includes a
mix of historic properties, ranging from single and multi-family residences, to religious and
school properties, a park, and a cemetery. The historic properties date from roughly 1825 to
1950.
Encompassing
one
of
Olean’s
most
distinguished residential neighborhoods, the
district represents a variety of distinctive
features associated with a wide range of popular
American architectural styles. Architecturally,
the historic district includes exceptional
examples of Greek Revival, Italianate, Queen
Anne, Stick Style, Colonial Revival, Late
Gothic Revival, Art Deco, Craftsman Style,
Collegiate Gothic Style, Tudor Revival Style
architecture as well as vernacular interpretations
of these national styles. Many of the buildings are
Bartlett House (S/NR)
distinguished by a high level of architectural
Oak Hill Park Historic District
sophistication and possess a remarkable degree of
integrity of design, materials and workmanship.
Together, the streetscapes and buildings reflect the historic development and evolution of
Olean as an important city in southwest New York State. The district derives additional historic
significance for association of several properties with Olean’s most prominent citizens,
including the first mayor of the city.
Table 2.4-1 Sampling of Historic Resources in the City of Olean, NY
Address
304 East State Street
109 South Barry Street
119 Times Square
102 South Union Street
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Name
Conklin Mountain Home
St. Stephen’s Episcopal
Church
Olean Armory
US Post Office
S/NR Listing Date
1998
2001
1995
1989
Address
Name
S/NR Listing Date
Olean Public Library (Old
116 South Union Street Library Restaurant)
1985
1997
Oak Hill Park Historic District
212 Laurens Street
First Presbyterian Church
302 Laurens Street
Forman/Bartlett House
310 Laurens Street
Laughlin House
312 Laurens Street
I.E. Worden House
316 Laurens Street
Dr. Seldon Mudge House
418 Laurens Street
James Goodell House
311-313 Laurens Street
Samuel Bradley House
401 Laurens Street
Spencer S. Bullis House
419 Laurens Street
Immanuel Lutheran Church
233 North First Street
E. M. Myrick House
North Fourth Street
Oak Hill Park
205-07 North Fourth
Street
Frank H. Oakleaf House
211 North Fourth Street
Henry Sewall House
225 North Fourth Street
John W. Pratt House
231 North Fourth Street
Max Mayer House
218 North Second
Street
W. D. Pierce/Moore House
226 North Second
Street
Norman Birge House
240 North Second
Street
Edward M. Danforth House
217 North Second
Street
Nelson Butler House
223 North Second
Street
Charles S. Carey House
225 North Second
Erastus Smith/Frank Stowell
Street
House
231 North Second
Street
George L. Winters House
211 North Third Street
Ballard House
225 North Third Street
Edward Stickney House
228 North Third Street
Simpson/Whipple House
230 North Third Street
Dr. Joseph Clark House
302 West Sullivan
Street
Fairview
410 West Sullivan
Street
Olean High School
317 West Sullivan
Street
J.B. Shaw House
407-09 West Sullivan
Street
Benjamin U. Taylor House
S/NR: Properties listed on the State and National Registers of Historic Places. Data from the
National Parks Service and the New York State Office of Parks, Recreation and Historic
Preservation.
57
E. POTENTIAL HISTORIC RESOURCES
POTENTIAL INDIVIDUAL RESOURCES
The City’s remarkable collection of churches comprise a group of potential historic resources.
One of the most prominent of these religious complexes is St. Mary of Angels Roman Catholic
Church at West Henley and South First Streets. Notable features include church’s distinctive
Gothic Revival style architecture, the bell tower, the intact interior including the remarkably
lifelike and vibrant stained glass windows, the nearby rectory and school, and the cobblestone
paving adjacent to the church.
POTENTIAL HISTORIC DISTRICTS
DOWNTOWN
The potential downtown Olean historic district would include Lincoln Park and the
surrounding buildings on State Street to the north, South Street to the south, South Barry Street
to the east, and Union Street to the west. This section of the district would be anchored by
individually listed S/NR properties clustered around Lincoln Park, including the Olean Public
Library and the US Post Office on the west side of the park, St. Stephen’s Episcopal Church
Complex to the east Contributing buildings around the square range from a church dating back
to the 1820's to a bank structure from the 1920's.
The potential historic district would also include Union Street (NYS Route 16) from roughly
South Street to Sullivan Street. Union Street has been an important street throughout Olean’s
history. As in many cities, the early wooden buildings on Union Street were destroyed by a
series of fires. In 1866 a devastating fire burned down much of the west side of North Union
Street. The east side of the street experienced a similar, but less extensive, fire in 1868. New
buildings were built by brick, and many of these late nineteenth century buildings still stand
today. Enhancing the context and framing the edge of the historic downtown is the view of
Mount Hermann and the Allegheny River to the south.
In determining whether the potential historic district meets S/NR criteria, the collection of
commercial and public architecture in downtown Olean would be evaluated for its integrity, its
cohesiveness, and its architectural and historical significance. The structures would be
evaluated for their significance in and of themselves as examples of the styles, and the district
for its significance as an ensemble typical of small cities.
The structures in the downtown provide an inventory of styles popular for commercial and
institutional structures from ca. 1875 to 1950. For a city of its size, Olean contains a
remarkable collection of Chicago-style commercial architecture in its downtown. Other styles
include Italianate, Victorian Eclectic, Stick Style, Queen Anne, Romanesque Revival, Shingle
Style, and others. The oldest structures are the Most of the later structures are examples of the
Victorian modes and early twentieth century revival tastes that characterized small-city
business structures in the years between the Civil War and the Great Depression.
It is recommended that the following properties be evaluated as potential contributing elements
in any future nomination of a Downtown Olean Historic District.
Lincoln Park
Lincoln Park itself is an example of 19th century public landscape design. The land for this
park was donated by Major Hoops and it has been a public park since the city was founded. It
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is shown as a public square on the first map of Olean, which was drawn in 1885. The park
maintains its historical character with original elements including its informally arranged grove
of trees, planted in the _'s and generally intact. Other elements include the walkway system and
the 1885 fire alarm bell located near the southwest corner of the park. Lincoln Park contains
several other public monuments, including one honoring Franklin D. Roosevelt’s Four
Freedoms.
Chicago-Style Commercial Architecture
Manufacturers Hanover Building (101 North Union)
Union and State Streets. When it opened in 1915, the bank building was described as
“absolutely fireproof.” It is a lovely example of Chicago-style commercial architecture. The
lower floors are granite, while the middle floors are brick, with copper and cast iron window
frames. The top floor is decorative terra cotta.
Community Bank/Exchange National Bank Building (201 North Union)
Built in 1906 as the new home of Olean’s oldest bank, the building was originally two stories
tall. In 1922, the bank was enlarged to add the upper five stories and the adjoining two story
annex. The revised building is another example of Chicago-style commercial architecture. This
building has interesting decorative elements, including lion’s heads at the top of the second
story and around the top of the building.
Community Bank Addition/Little Apple Enterprises (207-209 North Union)
The Community Bank annex is another lovely example of Chicago-style architecture. The
metal framed windows on the upper stories are Chicago-style windows; they are designed to
cover most of the front of the building to let in a lot of natural light. This building now houses
an arts and crafts store that is run by BOCES students and offers a wonderful opportunity for
artists and artisans to feature their works.
Olean Business Institute (301 North Union)
A modified Chicago-style building, it was built as the Riley and Wands Block, and the name is
still visible near the top front of the building. Riley and Wands were wholesale grocers. The
building now houses the Olean Business Institute.
Other Notable Properties
Pennsylvania Railroad Depot (JCC Training & Conference Facility)
This building was originally the train station for the Pennsylvania Railroad. It now serves as a
Training and Conference Center for the Jamestown Community College’s (JCC’s) Olean
campus.
Olean House (132 North Union)
A wooden hotel named the Olean
House was built on this site in 1842
and amongst its most notable traveler
was Daniel Webster who stayed here
while on hunting and fishing
expedition to Pennsylvania. In 1893,
the current four story brick building
was built as an expanded Olean Hose.
59
Union Street Facades
No longer a hotel, the building is now occupied by senior housing units and is owned by the
Olean Housing Authority.
Masonic Temple (124 North Union)
Built in 1892, this building was designed to have stores on the ground floor, offices on the
middle floors, and the offices of the Masonic Temple on the fourth floor. The building, which
contained one of the early telephone exchanges in the city, now houses Olean’s Chamber of
Commerce.
Municipal Building (101 East State)
On the Union Street side of the Municipal Building, is a tile mural that depicts the history of
Olean. It is 15 feet wide and 20 feet high and contains approximately 50,000 pieces of tile. It
was designed by art teachers at Olean High School and made by American Olean Tile
Company, now Dal Tile. The mural includes symbols of important factors in Olean’s history,
including the Allegheny River, lumber industry, petroleum, and St. Bonaventure University.
Discount Books/Singer (113-115 North Union)
In the Italianate style, the building has arched windows with hood molding and a triangular
pediment in the roof cornice. Singer Sewing Center has been in business in the Olean area for
more than 100 years and has been downtown for more than 70 years.
Country Christmas Shoppe (119 North Union)
This building was the first home of the First National Bank of Olean, the first nationally
chartered bank in Olean. The bank moved to a larger building in 1871and the building became
home to a pharmacy, which as the F.R. Brothers Pharmacy, operated at this site until 1993.
Brothers Pharmacy was Olean’s oldest pharmacy and the first pharmacy to employ a female
pharmacist, Gerty Keenan.
W.T. Grant Building (121 North Union)
Opened in the late 1930’s, the W.T. Grant building is Olean’s only example of Art Modern
style architecture, which is characterized by a sleek, vertical appearance. The upper floor of
this building has retained its appearance from the 1930’s and the last name W.T. Grant is
inscribed on the upper story.
125-127 North Union
This unusual example of Italianate style has a curved roofline with a pointed finial on top. The
northern half of this building was the former home of F.H. Oakleaf, a stationary and bookstore
that was operated on the site from 1880 to the 1980’s.
133 North Union.
A Victorian style building that has some interesting decorative features on the upper stories,
including the floral decoration under the arch. The first floor of this building was formerly a
pharmacy with a soda fountain. It is now an eatery.
211 North Union
An Italianate style building with intact decorative stone and brick work, this building housed a
shoe shine and shoe repair shop for many years.
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Olean Evening Herald Building/Union News (213 North Union)
This building was the office of one of Olean’s early newspapers. The newspaper was
purchased by M. G. Fitzpatrick and combined with another daily to form the present-day Times
Herald.
Bradner’s Galleries (239 North Union)
An Italianate building with an unusual roofline. Note the connected stone lintels over the third
story windows. The interior of this building still features a fine example of a decorative pressed
metal ceiling. At the turn of the century the building housed Blake’s Opera House with
boarding rooms on the third floor. Since the 1940’s, it has been occupied by retail businesses.
Knieser Building (309 North Union)
A rare example of Luxfer glass windows, small squares of pressed glass set into a rectangular
frame, over the first floor. These windows were designed to let light into the back of the store.
Beef ‘N Barrel (146 North Union)
146 North Union. Part of this building, now a restaurant, was the location of Kelsey’s Cigar
Store. James Kelsey manufactured cigars a t the store and was famous for “J.K.’s Own,” a
cigar which sold for ten cents. Over time, additional structures have been incorporated into the
restaurant complex.
Council Optometric Center (168 North Union)
168 North Union. A Victorian style building that has hood molding over the upper story
windows.
Palmquist Jeweler (172 North Union)
172 North Union. Palmquist Jewelers has been at this location since the 1930’s. The Victorian
style building is unique in that it has remained relatively unchanged since that time. It still
features the original black Carrara glass on the first floor.
Game Control (184 North Union)
A Victorian style building with an unusual roof line. Previously, the building was occupied by
the Simpson Plumbing Company, the first plumbing business in Olean. The original store was
where Community Bank is now located; the business later moved here.
Reed’s Jewelers/Family Vision Care (186-188 North Union)
This building sports a decorative frieze line encircling the building just below the roofline.
There has been a jewelry store at this location since the 1930’s.
Lester Shoe Store (228-230 North Union)
A neoclassical style building with Corinthian columns on the second floor. Lester’s has been at
this location since 1911 and the interior remains much the same as it did when first built.
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SENECA HEIGHTS
A second potential historic district is the Seneca Heights residential neighborhood in the
southern section of the City, south of the Allegany River. The neighborhood, a city addition
which created the 10th and 11th Wards, was originally planned to cover an area of roughly 150
acres. It was constructed in the 1920’s by the Olean Housing Corporation before building was
halted by the Depression. Prominent investors included A.E. Ewing, J.P. Herrick, C.L.
Bockmier, and H.C. Carpenter.
The neighborhood was planned as an automobile-friendly, comprehensive and suburban-style
addition to the city (automobiles are depicted on the streets of the new subdivision in
promotional materials for the project). The school, since demolished, was designed by architect
A.W.E. Schoenberg, the primary architect associated with the Oak Hill Park District (S/NR,
see above) and completed in 1924. The neighborhood was developed to provide homes for
some of the City’s most prominent citizens of the era. York Street, Grant Court, East Riverside
Drive, and portions of adjoining streets would be potentially located in the historic district.
Seneca Heights is distinguished by:
•
its street design including the layout of major streets
and alleys, sidewalk and lighting treatments, trees,
brick paved streets;
•
As an example of planned neighborhoods including
community facilities such as schools which were
being developed in the 1920’s in the United States.
Other prominent examples include Forest Hills
Gardens in Queens, NY; and
•
by the high quality, integrity, and eclectic
architectural styles typical of the period including
Spanish, Colonial, and English Tudor.
OTHER POTENTIAL RESOURCES
Other resources within the City of Olean may be locally
significant for their role in the historic growth and
development of the city. Such sites include
archaeological resources associated with lumbering or
oil activities and properties associated with the
Underground Railroad. Oak Lawn Cemetery was the
first cemetery in Olean. All burials before 1900 would
have been there. Since the area around Oak Lawn had
become residential by the 1890's and the cemetery was
in poor condition, all graves were removed to the then
new Mount View Cemetery in 1906.)
“The ideal of suburban life in the park-like
setting of a self-contained subdivision away
from the noise, pollution, and dangers of city
streets has fueled the aspirations of increasing
numbers of American. Historic residential
suburbs, such as the Guilford Historic District
in Baltimore, Maryland, resulted from the
collaboration of developers, planners,
architects, and landscape architects.
By the 1920s, improvements in suburban
street design to accommodate the automobile,
the growing acceptance of land-use controls,
and the development of public utilities resulted
in a host of suburban amenities, including
paved roads, mandatory setbacks, sidewalks
and driveways, concrete curbs, street lighting,
and underground utilities. [This gave] American
suburbs their characteristic identity as historic
neighborhoods, collections of residential
architecture, and designed landscapes.
The term "community builder" came into use in
the first decade of the twentieth century in
connection with the city planning movement
and the development of large planned
residential neighborhoods.”
National Park Service, National Register
Bulletin: Historic Residential Suburbs.
BENEFITS OF S/NR LISTING
Listing on the State and National Registers can result in several benefits for historic properties.
Those benefits are assessed below.
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RECOGNITION THAT A PROPERTY IS SIGNIFICANT TO THE NATION, STATE OR
COMMUNITY
This is the primary benefit of listing on the National Register. Such recognition can be used as
an education, promotion, and fundraising tool.
ELIGIBILITY FOR CERTAIN FEDERAL TAX BENEFITS
Property owners are eligible for an investment tax credit for the certified rehabilitation of
income-producing certified historic structures. This would apply to any commercial properties
that are designated.
CONSIDERATION IN PLANNING FOR PUBLIC PROJECTS
This is meant to protect historic resources from impact by projects involving State and/or
Federal agencies or State and/or Federal funds. This does not limit private property owners in
any way. The owner is free to maintain, manage, or dispose of their private property as they
choose if no State or Federal funds are involved. Once a property is listed on the S/NR, any
action involving state or federal funds near the listed property triggers a review process (e.g., a
roadway project). The OPRHP reviews projects that have the potential to impact historic
resources. OPRHP determines if the proposed project has no effect or an adverse effect on the
historic resource. This review process is one that takes place quite frequently, as federal and
state projects often have the potential to affect historic resources.
The OPRHP’s determination of effect is very much influenced by examining the important
features of the historic resource. The impact on the elements identified in the S/NR nomination
as the important features of the site is considered in the evaluation of effect. If a proposed
project included removal of all evidence of these features, the OPRHP may determine such a
removal to be an adverse impact to the historic resource. However, if a proposed project did
not significantly impact the important features of the historic resource the OPRHP would make
a finding of no effect and the project could move forward. Therefore, the argument of
significance and the features called out as contributing elements in the nomination are very
important.
QUALIFICATION FOR FEDERAL, STATE, AND PRIVATE PRESERVATION
GRANTS WHEN FUNDING IS AVAILABLE
Various funds are available, many specifically for the preservation of standing structures.
However, listing does not immediately qualify a site for federal funds. The amount of federal
funds available is usually limited in both dollar amounts and the type of projects eligible for
funds. Many of the grants are earmarked for the rehabilitation or restoration of National
Register listed properties. Other eligible projects include survey work, the development of
preservation plans, and the development of public outreach materials.
New York State has several funds which provide grants toward the acquisition, restoration,
preservation, rehabilitation, protection and improvement of historic buildings, structures, sites,
and object. The Environmental Protection Act/Environmental Protection Fund and the Clean
Water/Clean Air Bond Act both provide matching grants for up to 50% of project costs.
National, statewide, and local preservation organizations also have preservation grant
programs. The National Trust for Historic Preservation grant programs includes the Johanna
Favrot Fund for Historic Preservation, which funds activities such as producing marketing and
communications materials, sponsoring conferences and implemental educational programs.
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CHAPTER 2.5
VISUAL CHARACTER
A. INTRODUCTION
The traditional “Main Street” development pattern of Olean’s central business district and its
historic residential neighborhoods are among the community’s strongest assets. The historic
architecture, the tree-lined streets and the compact and walkable nature of the City combine to
make it a visually attractive place for residents and visitors alike. Scenic natural resources that
add to the City’s visual character include the Allegheny River, Olean Creek, and views of the
surrounding Enchanted Mountains, particularly
Mount Hermann. Some of the significant visual
features are shown in the photographs included in
this chapter.
B. VISUAL ASSESSMENT
POSITIVE VISUAL FEATURES
NATURAL FEATURES
Watercourses
Allegheny River
The Allegheny River corridor is an important visual
resource for the community. The Allegheny runs in
a north-south direction through the City of Olean
from where it enters the City near Exit 26 of I-86 to
Allegheny River Valley Trail
where the river meets Ischua Creek just south of
State Street. The river then curves sharply westward and traverses the south portion of the City
until it crosses the Town of Allegany line just beyond Gargoyle Park. The waterway and the
adjoining green space along its bank provide a striking visual amenity as viewed from the
Union Street bridge east of the downtown or while walking along the Allegheny River Trail at
Gargoyle Park. Although Franchot and Forness Parks are also adjacent to the river, views are
limited by berms and the absence of public riverside trails.
Despite the fact that the Allegheny River meanders through much of the City, overall, publicly
accessible views of the river are quite limited. This is largely the result of four factors:
ƒ
first, the high berms along much of the river’s reach in Olean block many views;
ƒ
second, federal government regulations prohibit public trails on top of the berms;
ƒ
third, few streets actually bridge the river, but instead terminate in dead-ends; and
ƒ
four, much of the land adjoining the floodplain of the Allegheny is privately owned.
Olean Creek
Olean Creek meets the Allegheny River in the City of Olean, west of Forness Park. Public
views of the creek are found along East Riverside Drive in the southeastern corner of the City.
As with the Allegheny, public views of the creek elsewhere in the City are limited by private
development and ownership patterns along the creek.
64
Topography
City Topography
As discussed in Chapter 2.6, “Natural Resources,” Olean lies in the Allegheny River Valley
surrounded by the rolling foothills of the Appalachian Mountain range. Known locally by the
charming name, the “Enchanted Mountains,” these hills rise 400 to 1,000 feet above the City’s
elevation. While overall the City is generally flat, there are substantial fluctuations in the
topography in areas such as the Oak Hill Park and Seneca Heights neighborhoods. The hills
enhance the setting of the distinctive homes in these attractive residential neighborhoods
Views
The most striking view available from public streets or places in the City of Olean is the view
of Mount Hermann downtown visitors enjoy when looking south down Union Street. Lincoln
Park frames the long view on the east and the historic Olean Post Office and former Olean
Public Library building frame the view on the west, with Mount Hermann providing a perfect
view terminus straight ahead. This important public viewpoint reveals the dramatic contrast
between the historic downtown and the natural wild beauty of the Enchanted Mountains. The
view of Mount Hermann is a distinctive element in the visual character of the downtown area
and firmly establishes the City of Olean’s setting in the heart of the Enchanted Mountains. It is
important that future development of the downtown area is designed in such a way that public
views of the mountain from the downtown are retained.
Vegetation
Public Parks
The City of Olean contains a number of public green spaces. Perhaps the most visually
attractive public park in the City is Gargoyle Park. Located adjacent to the City’s most
prominent visual and recreational amenity—the Allegheny River—and offering direct river
access provided by the Allegheny River Valley Trail, Gargoyle Park is a visual resource for the
entire city. Views of the river are available to hikers and other users of the Allegheny River
Valley Trail and to those who utilize other park facilities or attend the numerous special events
held there annually. The park itself is heavily wooded, and the mature trees which line the
river’s edge and shade the interior greatly enhance the park’s visual character. However,
because of its rather remote location in the southwestern most corner of the City, the park is not
visible from the central business district and is unnoticed by visitors not specifically attending a
special event in the park itself.
Lincoln Park is a traditional village green laid out by the City’s founder. It provides an
important visual amenity in the downtown core, and is a relatively intact example of 19th
century landscape design.
Allegheny River Greenway
As discussed above, the Allegheny River creates and provides a greenway corridor as it winds
through Olean, first in a southerly direction and then bends off to the west. However, there are
only limited views of the creek and its green corridor from public viewpoints in the City.
65
Downtown Landscaping
Landscaping, predominantly found along sidewalks on Union Street, softens the harsh concrete
environment
of
the
downtown
commercial street. Banners line Union
Street in the City center. For the most
part, signs in the City are appropriatelyscaled. The decorative flower plantings,
shrubbery, and other street amenities
offer shade and shelter from the
elements and help to soften the
appearance of the street.
MANMADE FEATURES
Traditional City Center
The City of Olean possesses a past rich
in history and can capitalize on its
historic roots to maintain and enhance its
own unique cultural and visual identity.
Downtown Olean is a place where
people live and conduct business,
children attend schools, and cultural and
public institutions function. It is a
special area within the City that exhibits
characteristics and amenities important
Downtown Streetscape Amenities
to the City’s past. Downtown Olean has
a critical mass of visually attractive traditional elements including its distinguished historic
architecture, landscaped areas including Lincoln Park and sidewalk areas, and the view to the
south of Mount Hermann. The downtown streetscape includes such prominent and visually
attractive civic buildings as the historic U.S. Post Office and former Olean Public Library,
churches including St. Stephen’s Episcopal Church, and handsome commercial buildings
including the row of relatively intact 19th and early 20th century facades along the eastern side
of Union Street.
The distinctive visual character of the City center stems from its traditional “Main Street”
design elements, including the strong street edge definition created by generally three- to fourstory buildings uniformly built up to the sidewalk line. One of the most attractive intact blocks
is the eastern side of Union Street just north of State Street. The attractive sense of enclosure
and character in a traditional downtown is dependent on the combination of adequate building
height and very minimal building setbacks, with buildings fronting directly on the sidewalks.
Residential Areas
The City boasts attractive residential streets laid out in a compact, historic pattern, with smaller
lots, uniform setbacks, sidewalks, porches, and mature trees. Prominent church buildings,
including St. Mary of the Angels Roman Catholic Church on South First Street, provide visual
focal points and serve as keystone buildings for the neighborhoods in which they are located.
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NEGATIVE VISUAL FEATURES
Downtown Olean
Although overall a strong positive visual and community character feature, the downtown area
contains a number of visual shortcomings. Negative visual elements in the downtown area are
unwelcoming to residents and visitors alike, and detract from Olean’s strength and character as
a traditional “turn of the century” City center.
Breaks in the Street Wall
As discussed above, the continuous
“street wall” created by the uniform
setback of buildings to the sidewalk
line is an integral urban design
element
in
the
downtown.
Interruptions in the street wall
continuity detract from the cohesive
visual character of the traditional
downtown. The lack of street line
continuity results from curb cuts for
driveways; low-rise (particularly
one-story) buildings; buildings set
far back from the street, and parking
lots fronting on the street. These
breaks in the downtown building
Breaks in the continuous street “wall” and
“fabric” are detrimental to the way
oversized signs.
the downtown functions (i.e.,
becomes less walkable) and looks (i.e., instead of a traditional, cohesive downtown, it begins to
deteriorate into a confusing half-urban, half-suburban pattern that is unattractive and
dysfunctional).
Vacant and/or Blighted Buildings
North Union Street contains a number of prominent vacancies and neglected properties. These
buildings are characterized by “vacant for sale/lease” signs, empty and boarded windows,
peeling paint, lack of lighting, and other characteristics that leave a general feeling of
disinvestment in the area. Just north of State Street, the western side of Union Street contains
important, historic buildings in need of tenants and improved property maintenance. Most
prominent among these is the long-vacant Manufacturers Hanover Bank Building, a keystone
building for the downtown and the City as a whole and an outstanding example of Chicagostyle commercial architecture. Other notable vacancies include the boarded up former W.T.
Grant Building, a couple buildings to the north at 121 North Union Street.
Need for Improved Street Amenities
The street trees, hanging flower baskets, and planters in the downtown area—especially along
Union Street between State and Laurens Streets—do a lot to soften the hard surfaces of the
downtown buildings, streets, sidewalks, and parking areas. Still, there is room for
improvement, with a need for additional landscaping in public parking areas and on side streets
leading to Union and State Streets.
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Certain sections of the sidewalks are cracked, patched, or otherwise in need of repair or
replacement, both in the downtown and in residential neighborhoods.
There is a need for additional and updated public street furniture and amenities such as
benches, trash receptacles, lighting fixtures, rest rooms, and community bulletin boards. The
amenities currently in the downtown are, in some cases, older and appear worn, and do not
follow a coordinated design theme.
Architectural Patterns
The downtown is an eclectic mix of styles, height, fenestration, setbacks, and other
architectural features. On Union Street, the cohesive of the downtown urban design in terms of
building location on its site and building massing (i.e., height and building footprint) begins to
be strained north of Laurens Street. In certain cases, new construction has been contextually
incompatible with the traditional downtown fabric.
Development along the northern portion of Union Street becomes a highway-style strip
commercial pattern with large pole and monument signs, wide and frequent curb cuts,
franchise-style architecture, parking in front, and deep building setbacks.
Utilities
Although largely absent from the major streets in the downtown area, the City’s residential and
highway commercial streets are typically crisscrossed by numerous overhead telephone and
electrical utility lines and poles. These lines create clutter and a haphazard, unattractive, and
“messy” look. Oversized, highway-scale “Cobra” lights that are currently in use on many City
streets. This lighting is out of scale and out of character with residential neighborhoods. In
addition, these lights, designed for highway use, are pointed only at vehicular traffic side and
not the sidewalk side. As a result, they provide poor lighting for pedestrians and little sense of
comfort for nighttime pedestrians.
Transportation Elements
Negative visual elements related to the traffic and circulation system include the overly wide
roads in the downtown area, particularly North Union Street. Infringement of parked vehicles,
some with signs and open hoods, in the growing auto dealer zone along East State Street,
creates a chaotic and ill-maintained appearance.
Overhead wires, highway-scale
signs, and cobra lighting
Signs
The City’s commercial areas contain some businesses which have fluttering signs, plastic
banners, and flags and/or temporary plastic box signs with moveable letters. These types of
signs create a chaotic look, are distracting, and are often poorly maintained. Other signs are
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oversized, over lit, or redundant and distracting. This is particularly found in the auto dealer
district on East State Street.
INDUSTRIAL AREAS
In general, these areas are located off I-86 and do not conflict visually with adjoining uses.
Vacant industrial buildings can have negative visual impacts when they are of large scale and
are prominently located.
RESIDENTIAL AREAS
There is a need for housing rehabilitation and/or improved housing maintenance in certain
residential neighborhoods in the City. As in any community, there are also other scattered
homes throughout the City which are in need of repair.
PARKS AND COMMUNITY FACILITIES
City parks provide green space and overall are an important visual asset to the community. At
the same time, the City’s existing parks contain elements which could be improved to enhance
their appearance. These include the use of cyclone fencing, un-landscaped and undefined
parking areas, and graffiti on structures, structures with peeling paint, aging and outdated
equipment, and cracked sidewalks. The parks could also benefit from enhanced screening from
adjoining uses.
C. GATEWAYS
The major entrances for visitors to the City are Union Street from the north and south; State
Street from the east and west; and Buffalo Street from Exit 25 of I-86. When present, the signs
announcing marking the City of Olean boundary do not create a sense of arrival at a special
place. The existing signs, while adequately maintained, are generally not well landscaped and
are not designed in coordination with an overall City theme. There is no coordinated signage
program for the Town and City which ties the various elements of the community together or
serves to draw visitors into the City from State and County Routes.
D. VIEWS AND VISTAS
Views are discussed in the visual assessment
above. To summarize, there are attractive views
of Allegheny River and Ischua Creek, but they
are very limited. The view of Mount Hermann
from Union Street and other viewpoints in the
city center is an important visual amenity that
distinguishes the downtown and helps to give it
its unique sense of place.
Public signage at gateways and elsewhere is
outdated and lacks a common design theme.
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CHAPTER 2.6
TRANSPORTATION AND INFRASTRUCTURE
A. INTRODUCTION
This chapter provides an overview of the extent, description, and condition of transportation
and infrastructure systems in the City of Olean. Transportation systems include roads and
highways, rail, air, and pedestrian and bicycle systems.
B. TRANSPORTATION
VEHICULAR CIRCULATION SYSTEMS
EXISTING ROAD NETWORK AND TRAFFIC VOLUMES
The City of Olean is located in southwestern New York State, just north of the Pennsylvania
border. The City is well-connected to surrounding suburban and rural areas, the larger region,
and more distant destinations both within New York State and beyond by Interstate, State,
County, and local transportation systems. The City is within an approximately two-hour drive
from Buffalo (72 miles), Niagara Falls (85 miles), Rochester (90 miles), Erie, Pa. (100 miles),
and Pittsburgh, Pa. (180 miles). It is within about a three-hour drive of Cleveland, Ohio (170
miles).
This section provides information on interstate, state, county, and local roads in and around the
City of Olean. There are about 71.02 miles of roadway within the City of Olean, including
65.86 miles under City jurisdiction and 5.16 miles under State jurisdiction. There are no
roadways under Cattaraugus County jurisdiction within the City boundaries.
Interstate I-86
Description
Interstate 86 (I-86) extends from its western terminus at the I-90 interchange, near Erie,
Pennsylvania; traverses the southern portion of New York State; and eventually connects with
the I-87 at Harriman, NY in the Hudson Valley region. From Harriman, links are available to
highway systems which lead to New York City and other destinations on the East Coast and
New England. I-86 has two interchanges at the City of Olean. I-86 was formerly known as the
Southern Tier Expressway (NYS Route 17). The posted speed limit on I-86 in the Olean area is
65 miles per hour (mph).
The I-86 interchanges (Exits 25 and 26) are both located inside the city limits and directly
connect to State Route 16 (Union Street) and County Route 83 (Buffalo Street). Both Union
and Buffalo Streets run in a generally southerly direction and link the downtown with the
Interstate. The heart of the Olean downtown area, the intersection of Union and State Streets,
is less than 1.5 miles from the I-86 interchange.
Traffic Volumes
As Table 2.6-1 indicates, traffic volumes along I-86 in the Olean area average about 11,500
vehicles per day, a much lower volume than found to the east. This reflects the lower
population base of the rural Southern Tier region as well as the absence of an interchange with
another major highway (e.g., I-390 at Corning, I-81 at Binghamton).
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Table 2.6-1
Annual Average Daily Traffic (AADT)
Interstate 86, New York State, 2002
Composite
Location
AADT
New York State Routes 16 and 417
Description
In addition to I-86, two New York
State highways, Routes 417 (known
locally as State Street) and 16
(Union Street), provide major access
points into Olean and intersect in the
central business district of the City.
Route 417 provides east-west access
and connects the City of Salamanca,
to the west, to State Route 15, to the
east (which is just west of the City of
Corning). Route 16 provides northsouth access from its northern
terminus in downtown Buffalo to its
southern terminus at PA Route 646
at the New York/Pennsylvania state
line near Knapp Creek. The posted
speed limit within the City
boundaries of NYS Routes 16 and
417 is 30 mph.
Jamestown
11,200
Olean-Exit 25*
11,500
Olean-Exist 26**
10,800
Almond
5,700
Corning
42,200
Elmira-Horseheads
32,800
Binghamton
72,100
Middletown
49,200
Monroe
55,000
Source: NYSDOT, 2002 Traffic Volume Report.
Notes:
*From Exit 24 West Five Mile Road/Allegany
to Exit 25 Buffalo Street /Olean.
**From Exit 25 Buffalo Street /Olean to Exit
26 Route 16/Olean.
Traffic Volumes
Table 2.6-2 indicates, the highest traffic volumes on State routes in and around the City of
Olean are:
ƒ
The western section of Route 417, from 12th Street to the Town of Allegany border.
Volumes in this area reflect the presence of St. Bonaventure University and large-scale
retailers on State Street in the Town.
ƒ
The I-86 interchange area at Exit 26.
Local Roads
Several County roads (CR) also serve as gateways into the City including CR 60 (Riverside
Drive), CR 83 (Buffalo Street), and CR 92 (Genesee Street). All of these County roads have a
terminus at the City line, where they change jurisdiction and are City streets. These roadways
connect Olean to other locations and roadways throughout the Southern Tier region.
The City includes a total of approximately 66 miles of City streets within its municipal
boundaries. The posted speed limit within the City is 30 mph.
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Table 2.6-2
Traffic Volumes on New York State Routes, City of Olean
Roadway
Segment
NYS 16
Southern city boundary to Route 417
NYS 16
Route 417 to I-86
NYS 16
I-86 to northern city boundary
Average Annual Daily
Traffic (AADT)
th
Year
Segment
Length
(miles)
Calculated
AADT Per
¼ Mile
5,369
2001
1.30
1,032
10,793
1999
1.45
1,861
6,737
2001
0.34
4,965
NYS 417
Western city boundary to 12 Street
16,799
2001
0.76
5,526
NYS 417
12th Street to Route 16
14,355
2001
0.95
3,778
NYS 417
Route 16 to eastern city boundary
17,550
2001
1.61
2,725
Source: NYSDOT, Traffic Volume Reports (1999-2001).
ONGOING AND PLANNED ROADWAY IMPROVEMENTS
I-86
In 1999, after the completion of a transportation improvement project that upgraded it to
Interstate standards, 177 miles of the Southern Tier Expressway, formerly designated as New
York State Route 17, were officially converted to Interstate 86 (I-86). This section includes the
stretch from the terminus of now I-86 at the I-90 interchange about 15 miles from Erie, Pa. to
the west, to the western boundary of Chemung County near Corning, to the east. The eastern
204 miles of State Route 17 are scheduled to be upgraded to Interstate standards by 2010, to
complete the Interstate highway which will ultimately extend from Lake Erie to the Hudson
Valley. There are currently no additional funds allocated for improvements to the I-86 in the
Southern Tier in NYSDOT’s Transportation Improvement Program (TIP) budget.
At the town of Painted Post, Interstate 86 meets the northern terminus of U.S. 15, the future
north end of Interstate 99. The upgrade of U.S. 15 to I-99 will decrease travel times from the
Southern Tier to cities in Pennsylvania as well as major East Coast destinations such as
Washington, D.C. Similarly, if approved, the expansion of the Route 219 corridor to a fourlane highway would reduce travel times from Olean to destinations in the Buffalo-Niagara
region.
State Routes 16 and 417
A NYSDOT reconstruction project for the Route 417 corridor was completed recently for a
section of the State route through the Town and Village of Allegany, just west of the City of
Olean.
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ROADWAY MAINTENANCE
State Routes
The State contracts with the City to perform basic maintenance–such as plowing, filling in pot
holes, and minor paving work–on Union and State Streets. Together, these roadways extend
some 5.06 miles within the City boundaries.
County Roads
The Cattaraugus County Department of Public Works (County DPW) is responsible for
maintenance of the 405 total miles of County roads, including CR 60, 83, and 92 leading to the
City of Olean. However, as mentioned above, upon entering the City these roadways become
City streets and fall under the jurisdiction of the City DPW.
City Streets
The City of Olean Department of Public Works (City DPW) is responsible for maintaining and
paving the 65.86 miles of City roadways, including maintenance of the storm sewers. Funding
for City roads comes from NYSDOT’s Consolidated Local Street and Highway Improvement
Program (CHIPS) and the City’s budget. While there is no formal or multi-year road
maintenance plan, each spring the Highway Division of the City DPW evaluates which roads,
and segments thereof, to repair and reconstruct. Prioritization criteria include available funding,
road condition, and road type.
BRIDGES
The bridge along East State Street, which passes over the former rail right-of-way, will be
repaired in 2006. Repair on another bridge on Main Street, in the northeastern portion of the
City, is planned for 2005.
PUBLIC PARKING
North Union Street includes diagonal parking in the downtown central business district. Most
on-street spots are metered. In addition, there are also four public parking lots located to the
rear of downtown buildings.
According to the Downtown Strategic Plan, Olean, NY1, downtown Olean included 1,375
parking spaces, including 275 spaces along North Union Street, 210 along West State Street,
and 890 spaces in the public lots situated behind downtown storefronts.
TRAFFIC-RELATED ISSUES
The City of Olean Police Department identified the issue of “cut-through” and driving over the
posted speed limit in residential neighborhoods. The following streets were identified as among
the city streets affected by these traffic conditions: West Henley, Washington, King, and North
Union Streets.
Several businesses along Union and State Streets have purchased former homes and converted
these properties into surface parking. As discussed below and in Chapter 2.5, “Visual
Character,” this trend has an overall negative effect on the appearance and pedestrian
friendliness of the traditional downtown center.
1
The Saratoga Associates, 1994.
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A safety concern identified in Comprehensive Plan meetings is the lack of adequate curbing,
particularly in commercial areas. This presents a safety hazard for pedestrians as well as
vehicular traffic conflicts.
RAIL
There are two freight railroad lines serving Olean. There is no existing or planned passenger
rail service to the City of Olean at this time.
THE SOUTHERN TIER EXTENSION MAINLINE
The first freight line, known as The Southern Tier Extension Mainline, runs east-west roughly
along Interstate 86 in the northwestern portion of the city. The line is owned by the Southern
Tier Extension Railroad Authority (STERA) and is leased to Norfolk Southern Corporation
(NSC) through 2011, at which point ownership will revert to NSC. Currently, NSC sub-leases
the rail line to the Western New York and Pennsylvania Railroad Company (WNY&PRR),
which operates the trains running on the line. This line provides service to the New York City
area as well as points west.
BUFFALO TO KEATING LINE
The second freight line serving Olean is the Buffalo to Keating Line, which runs along the
Route 16 valley. This line is owned and operated by Norfolk Southern Corporation and offers
service to the Buffalo and Canadian markets.
AIR
BUFFALO-NIAGARA INTERNATIONAL AIRPORT (BNIA)
The BNIA is the primary public airport in the Western New York (WNY) region, servicing
about 4.1 million passengers annually. The airport averages 90 daily flights with nonstop
service to 18 cities and plays a key role in the development of business and tourism in WNY.
The BNIA is located approximately 80 miles north of Olean.
OLEAN AIRPORT
Olean Airport is located approximately 10 Miles north of Olean in Ischua, NY. The airport
serves as a business and commercial airport for the City and the rest of Cattaraugus County.
The airport includes two runways, the longest of which is paved and in good condition,
extending 4,700 feet in length and 100 feet in width. The second runway, which has a turf
surface and extends 2,500 feet in length, is in fair condition.
The airport averages 70 flights per day, with approximately 59 percent of the flights being local
general aviation, 39 percent transient general aviation, 2 percent air taxi, and less than 1
percent military operations.
According to information provided through the NYSDOT, the limitations of the airport
include:
ƒ
There is a recurring problem with deer on the runways.
ƒ
Terrain drops off at the end of runways.
ƒ
The unpaved runways are soft in the spring.
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GIERMEK EXECUTIVE AIRPORT
Giermek Executive Airport is located in the southeastern section of the City of Olean.
According to Air-Nav.com, the airport has a turf runway extending 3,150 feet in length and 80
feet in width, which is in good condition. The airport averages 33 monthly flights, with 100
percent being for local general aviation. The airport is closed nights.
BRADFORD, PENNSYLVANIA
Bradford Regional Airport serves Bradford and McKean County and is owned by Bradford
Airport Authority. The airport has more than one runway. The longest of which is a paved
runway extending 6,499 feet. The facility is at an elevation of 2,143 feet and is located about
35 miles southwest of downtown Olean.
PEDESTRIAN AND BICYCLE FACILITIES
SIDEWALKS
Most areas of Olean have sidewalks, but a few do not, including some of the newer
subdivisions in the outlying sections of the City, as well as some older areas which are also
proximate to City boundaries. In addition, some areas only have sidewalks on one side of the
street or have sidewalks that have missing segments.
Currently, there is no allocation in the City operating or capital budget for sidewalks. Property
owners are responsible for installing and maintaining the sidewalks in the public right-of-way
in front of their properties. There is no City-sponsored sidewalk improvement or maintenance
program.
TRAIL SYSTEMS
Cattaraugus County and the City of Olean are in the heart of a regional network of multipurpose trails that includes trail networks at and between Letchworth State Park, Allegany
State Park, Zoar Valley, and Chautauqua Lake. Olean has begun to develop trails that, in the
future, could connect to these larger trail systems by expanding the Allegany-Olean loop that
links the City to the Allegheny River Valley Trail.
Allegheny River Valley Trail
The Allegheny River Valley Trail (“the Trail”) is a 5.6 mile loop trail that connects the City of
Olean with St. Bonaventure University, Gargoyle Park, and the Village of Allegany. Currently,
the Trail enters the City from the Town of Allegany and continues along the River to the east
until about where 20th Street would intersect with it, if the street extended. The Trail then turns
north and then proceeds; 1) East along Constitution Avenue to Buffalo Street; and 2) along
Constitution Avenue completing the loop to the Town of Allegany.
The trail ranges in width from eight to 10 feet and is an asphalt surface. The Trail is a multipurpose recreational resource, available for walking, cross-country skiing, in-line skating, and
bicycling. No horseback riding, snowmobiling, or all terrain vehicle use is permitted. The Trail
is wheelchair accessible and offers public fishing opportunities.
When local citizens initiated the Allegheny River Valley Trail concept, the project was
officially sponsored by the Town of Allegany. Since then, an inter-municipal agreement was
prepared between the Town of Allegany, the City of Olean, and St. Bonaventure University.
75
The managing organization for the Trail is the Allegheny Trail Committee, a §501(c)(3) notfor-profit organization.
Planned Trail Improvements
There are plans to connect the existing Allegheny River Valley Trail to downtown Olean and
Forness Park. In addition, planning is underway to link Olean and the Allegheny River Valley
Trail to the Town of Hinsdale, which is north of the City. These planned improvements would
expand the Trail network by about 4 miles. One major limiting factor in trail development has
been the New York State Department of Environmental Conservation’s (NYSDEC’s)
prohibition on trail development on top of the dikes that line much of the Allegheny River to
prevent flooding.
Other Trail Systems
Cattaraugus County has an extensive system of official snowmobile trails, but these are
generally located for obvious safety reasons in more rural areas and do not exist in the City of
Olean.
BICYCLE FACILITIES
Regional Bicycle Facilities
Bicycle Route 17 crosses the Southern Tier of New York State, with Lake Erie and the Hudson
River as its endpoints. The route roughly parallels Interstate 86 between Jamestown and
Corning, NY Route 17 between Corning and Port Jervis, and Interstate 84 between Port Jervis
and Beacon. Along the route, cyclists experience the diverse topography of New York State,
from the Appalachian Mountains and the wide, flat valleys of the Allegheny and Susquehanna
Rivers, to the scenic and rolling Delaware Valley. Bicycle Route 17 visits the foothills of the
Catskill Mountains and crosses the Shawangunk Mountains.
Beginning at NY Route 5 in the Village of Westfield, Bicycle Route 17 follows NYS Route
417 as it passes through Olean. Bicycle Route 17 also goes through the cities of Jamestown,
Salamanca, Hornell, Corning, Elmira, and Binghamton and points further east.
Local Bicycle Facilities
Aside from the designation of Bicycle Route 17 for the length of NYS Route 417 through the
City of Olean, there are no other special facilities for bicyclists in the City (e.g., dedicated bike
lanes, shared bikeway signs, or striping, bicycle racks, etc.). Located in the City, the Olean
Cycling Club is a local not-for-profit bicycling group which promotes cycling in Western New
York.
PUBLIC TRANSPORTATION
OLEAN AREA TRANSIT SYSTEM
In July 2002, the Cattaraugus County Department of Social Services, Department of Labor, and
the City of Olean launched a new public bus system in the City of Olean. The initiation of the
Olean Area Transit System revived a long dormant bus service in Olean. The system uses a 28passenger, Americans with Disabilities Act (ADA) compliant bus, which operates 66 hours per
week, six days a week, running on a fixed route. Between October 2002 and September 2003,
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the Olean Area Transit System provided 33,742 passenger trips and covered 83,463 vehicle
miles.
The bus makes 11 trips daily, each run being approximately one hour in length. The bus route
is designed to meet the needs of multiple users and includes stops at public housing complexes,
elderly housing complexes, medical offices, health care centers, the local hospital, retail and
shopping centers, and food markets.
ST. BONAVENTURE BUS SERVICE
During the regular semesters the Bona Bus operates bus routes that connect the St.
Bonaventure campus, a portion of west Olean and the Village of Allegany. This bus normally
only makes stops in the large commercial area along West State Street in the City of Olean.
GREYHOUND
Greyhound provides bus service to Olean via Fullington Trailways. Northbound service is
available from Olean to Buffalo and includes stops along US Highway 219 at Salamanca,
Ellicottville and Springville. Southbound service is available to DuBois, Pennsylvania and runs
along US Route 219 with stops in Limestone, NY and several more in Pennsylvania.
TRANSPORTATION POLICY
The region’s goal, objectives, and strategy for transportation, developed through Southern Tier
West in cooperation with member County governments, are part of Southern Tier West’s
Regional Development Strategy. The strategy, agreed upon by all counties, is driven by the
basic Transportation System Goal of the development of an adequate regional transportation
infrastructure. The specific strategies most relevant to the City of Olean, listed by
transportation system element, are summarized below:
HIGHWAY SYSTEM STRATEGIES
ƒ
Publicize and increase utilization of I-86;
ƒ
Develop rural transportation planning capacity in the region analogous to a metropolitan
planning organization (MPO);
ƒ
Improve the region's north-south highway corridors, including the completion of Route 219
as a four lane highway and the upgrading of Routes 16
ƒ
Adoption by counties and local governments of a standard road classification system for
road improvement investment and improved highway efficiencies
RAILROAD SYSTEM STRATEGIES
ƒ
Use the Southern Tier Extension Railroad Authority to implement the agreement between
Norfolk Southern, NYS DOT and Southern Tier West to provide the ownership/financial
incentive structure for the Southern Tier Extension Mainline Railroad to preserve, improve,
and increase utilization of the Southern Tier Extension.
ƒ
Use federal and state public funds to return the Southern Tier Extension to Class 2
operating status, and to facilitate economic development along the line.
ƒ
Assist the region’s mainline and short line rail operators, including the encouragement of
economic development investment and activities that will result in the increased utilization
of the region's main line and short line rail system.
77
ƒ
Develop rural transportation planning capacity in the region analogous to a Metropolitan
Planning Organization (MPO).
AVIATION SYSTEM STRATEGIES
ƒ
Develop rural transportation planning capacity in the region analogous to a Metropolitan
Planning Organization (MPO), improved regional aviation system planning, and the
implementation of plan recommendations.
ƒ
Develop new airports at new airport sites if appropriately identified as a County-wide or
region-wide need.
ƒ
Develop and improve access roads to airports.
ƒ
Increase utilization of the Regional Aviation System Airports.
ƒ
Provide economically and qualitatively attractive regional air commuter service and air
freight service.
ƒ
Improve, upgrade, and provide operational assistance to the region’s airports.
ƒ
Obtain the long term commitment of airport fixed base operators.
ƒ
Improve emergency medical helicopter services from within the region to specialized
hospitals outside the region.
INTERMODAL AND OTHER GENERAL TRANSPORTATION SYSTEM STRATEGIES
ƒ
Develop rural transportation planning capacity in the region analogous to a metropolitan
planning organization (MPO).
ƒ
Develop a regional transportation system plan.
ƒ
Increase intermodal traffic through the development of a regional rail/truck freight transfer
facility (including bulk freight) and consolidation point (possibly including central
ware-housing facilities) and the development and utilization of road/rail technologies and
other multi-modal technologies.
ƒ
Improve highway and rail access to industrial parks and airports throughout the region.
ƒ
Develop bicycle paths, including siting on abandoned and/or land-banked railroad rights of
way, highway rights-of-way, public lands, park lands, and other lands as appropriate.
ƒ
Develop and increase usage of public transportation services.
ƒ
Improve and expand existing transportation opportunities for the elderly population in each
county.
C. INFRASTRUCTURE
SEWER SYSTEM
WASTEWATER
Olean’s wastewater treatment plant was originally built in 1935 and was rebuilt in 1972. The
plant is located in the western portion of the City on South 19th Street and along the Allegheny
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River. The plant has a 7.0 Million Gallon per Day (MGD) capacity and its treated effluents are
discharged into the River.
The New York State Department of Environmental Conservation (NYSDEC) currently has an
Order of Consent on the treatment plant, due to the heavy flow volumes that overburden the
plant during storm events. Heavy flow volumes, caused by rainwater and snowmelt, often
inundate the plant with 4 to 5 times the normal sewage volume. Since the plant is unable to
handle such volumes, non-treated and partially-treated effluent is discharged into the River.
The City is borrowing approximately $1.4 million to disconnect about 150 storm water catch
basins that are attached to the wastewater sewer system, in order to mitigate these large flow
volumes. While disconnecting the catch basins will solve part of the problem during storm
events, illegal sewer connections from private homes also cause extra flows into the treatment
plant during storm events. In addition, many privately owned sewer lines that connect homes to
the City sewer system are leaking, allowing additional storm water to flow into the sanitary
sewer system.
In addition to servicing the entire City, Olean also provides sewer services to parts of the
Towns of Olean and Allegany as well as the Village of Allegany.
Issues
ƒ
The wastewater treatment plant emits unpleasant odors that afflict its surrounding
neighborhoods in the western portion of Olean. The City has recently approved the
replacement of five 30-year old air exchange units that will ensure fresh air circulates
throughout the plant, preventing dangerous gases from building up, which presents
both a suffocation risk to plant workers as well as an explosion risk inside the plant.
However, this improvement will not stem the odor released outside the plant that is a
major nuisance to the area. At this time, the City has opted not to install a bio-filtration
system that would trap the odors coming from the plant, but is considering other odorcontrol alternatives to alleviate the problem.
ƒ
Many of the City’s sewer lines in the network are nearly 100 years old and need
replacement. The City’s current policy is to replace sections of pipes as they fail.
STORMWATER
The City’s storm water sewer system is largely separate from its wastewater system, but a few
portions are combined. The storm water system drains into several streams throughout the City.
WATER
A new water filtration plant was recently built and started serving the City in October 2003.
The new plant replaces the historic 1918 water treatment plant and is located in the northern
portion of the City along Olean Creek. Construction of the two reservoirs atop Mount Hermann
in the southern portion of the City was recently completed. Both reservoirs are concrete
enclosed tanks and each has a capacity of three million gallons. The new reservoirs replace the
two open-air reservoirs that were built around the turn-of-the-twentieth century. Treated water
is pumped up to the reservoirs and is then distributed through the City’s waterline network via
gravity. There is also a 200,000-gallon water tank located in the northeastern portion of the
City to provide additional storage for system as well as fire protection. All areas in the City are
serviced by the water system and the water pressure throughout the City is considered adequate
to very good.
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In addition, the City has seven wells that were built in the 1970s, which originally had a total
capacity of six MGD. Due to contamination issues from outside the City, the wells were shut
down for a period of time beginning in the 1980s. However, in the 1990’s three of the wells
were brought back online, adding 3.25 MGD to the water system.
Issues
ƒ
The City currently has excess water capacity and is in the process of negotiating with
surrounding communities to provide water service.
ƒ
The City’s water system is approximately 100 years old and many of the lines in the
system need replacement. The City’s current policy is to replace sections of pipes as
they fail.
ƒ
If the proposed Farmersville landfill is developed, contaminants could potentially leach
into the region’s water supply and eventually enter Olean Creek, the City’s primary
source of water.
ƒ
The City has well-heads that are located in deep aquifers under the City. Although
there are currently no major leaks in the wells, the City needs an aquifer protection
program.
FLOOD CONTROL
There are flood dikes on the northern side of the Allegheny River, but no dikes on the southern
side. In addition, there is no flood mitigation plan.
ELECTRICITY
Niagara Mohawk provides electricity for residences, businesses and others in the City.
TELEPHONE
Primary telephone service within the City of Olean is provided by Verizon.
INTERNET
Adelphia offers high-speed internet access to both residences and businesses that are located in
all areas where Adelphia’s cable service is available. However, some portions of the City do
not have the service available, most notably, parts of downtown. The City is currently
exploring other high-speed internet options, including wireless technology.
CABLE
Cable service for the City of Olean is currently provided by Adelphia. However, Time Warner
and Comcast recently announced an agreement to purchase all of Adelphia’s assets with
approval from the bankruptcy court. Once the purchaser of the Adelphia system serving the
Olean community is identified, the City will work with that company on the development of an
equitable cable franchise agreement that serves the interests of the community.
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CHAPTER 2.7
NATURAL RESOURCES
A. INTRODUCTION
This chapter identifies important natural features in and around the City of Olean including its
geological and topographical context, water resources, wetlands, plant communities, and
wildlife. The City’s significant environmental features include first and foremost the Allegheny
River and Olean Creek and their floodplains and the steep topography which rises up from the
edge of the river valley. Natural resources and features—including topography, soils, water,
and native plants and animals—must first be identified so that planning for future growth
ensures their protection.
The natural environment of the City of Olean is an important component in the overall
ecosystem of Cattaraugus County. Wildlife uses riparian corridors and other paths to move
within and through the region. Diverse plant communities thrive in the different habitats
provided by riverine, steep slope, wetland, and other habitat areas. The Allegheny River
watershed is an interconnected ecosystem that traverses a 1,880-square-mile area including the
City of Olean.
Natural resources have played an important role historically in the economy and land use
development patterns in the City of Olean. Industries based on natural resources include timber
and petroleum extraction. The
City’s strategic location on
the Allegheny River saw the
growth
of
transport
operations related to the
movement of goods and
people to the west.
The rich natural assets located
both within and near Olean
contribute to the City’s
quality of life including
recreational opportunities and
its unique natural setting.
Though land within the City
boundaries
is
primarily
urbanized, natural resources can be still be adversely affected by inappropriate development
activities. Development in the City of Olean must be planned in a way that protects natural
resources. This will ensure that, for example, the important groundwater recharge and flood
mitigation functions of wetlands are retained, that the riparian corridors continue to provide
habitat and connections for native wildlife, and that development in steep slope areas is
environmentally sound and does not result in erosion and runoff. The benefits of this approach
include environmental benefits as well as monetary savings realized by avoiding catastrophic
(and costly) events such as major floods.
Allegheny River riparian corridor
B. GEOLOGY AND TOPOGRAPHY
The City of Olean lies in the Allegheny River valley, surrounding by the steep hills known as
the Enchanted Mountains, is a scenic landscape shaped by glaciers. Geology encompasses the
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bedrock geology of the region as well as the surficial geology, composed of soils and glacial
deposits.
SLOPES AND SURFICIAL GEOLOGY
The foothills of the Appalachian range that surround the City range in height from 1,800 feet to
nearly 2,400 feet. The downtown area lies at
an elevation of approximately 1,420 feet. The
most prominent hill, and a defining feature of
Olean as viewed from the downtown area, is
Mount Hermann (2,272 feet) located south of
the City reservoirs just beyond the City line.
Other hills in and around the City include
Camel Back to the west of the City south
of the river; and Old Baldy (2,022 feet) to
the west of the City reservoirs and south of
the Seneca Heights neighborhood.
SOILS
The foothills of the Appalachians
SOIL CHARACTERISTICS
Soils are formed by the interaction of time, climate, parent materials, topography, and plant and
animal life. Human intervention through clearing land or filling can cause noticeable changes
in soil characteristics within a short timeframe. The most common characteristics used in
describing soils are depth, permeability, drainage, and available water capacity.
Depth
Descriptions of depth such as deep and very deep refer to the distance from the ground surface
to other soil types or rock which would restrict or change water movement. Depth is important
to water- and nutrient-supply capacity, downward movement of water, and root penetration.
The depth and kind of material have an important effect on how a soil behaves when used for
roads and structures.
Permeability, Drainage, and Water Capacity
Permeability is the ease at which water passes through a soil. Drainage classes reflect the
hydraulic conductivity and water holding capacity of soils. In a high permeability well-drained
soil, the water moves quickly and can act as a recharge for groundwater. In low permeability
poorly drained soils, the water moves slowly and can cause flooding and increased runoff.
Available water capacity is the amount of water that a soil can hold within the zone accessible
to the roots of trees and vegetation.
Soil and Slope Conditions
Another important factor that affects the engineering properties of soils is slope. Steep slopes
are generally those with slopes of 25 percent or more. Slope influences the retention and
movement of water, transfer of heat, movement of soil material, rate and amount of runoff,
potential for soil slippage and accelerated erosion, ease with which machinery can be used,
soil-water state, and other functions. Together, slope and soil characteristics affect
development capacity. For example, severe limitations are associated with steep, rocky, and
shallow depth to bedrock soils. These lands are generally unsuitable for development because
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of the high potential for structural failures and erosion and drainage problems. Moderate
limitations involve shallow depth to bedrock on rolling land where soils are stony and
permeability is slow, indicating limitations on septic development. The best slope and soil
conditions to support density are soils that are deep to very deep and moderately well drained
to well drained and slopes of 0 to 8 percent.
Table 2.7-1
Development Limitations of Soils and Slope Conditions
Constraints
Critical limitation
Characteristics
Slopes greater than 25 percent
Soil less than six inches
Soils very poorly drained
Severe limitation
Slopes 15 to 23 percent
Soils less than 24 inches
Soils poorly drained
Low permeability
Boulders and rocks
Slopes 8 to 15 percent
Soils moderately well drained
Soils greater than 24 inches
Slopes 0 to 8 percent
Soils well drained
Standing or intermittent water
Moderate limitation
Slight limitations
Others
Concerns
Erosion
Septic
Foundation
failure
Erosion
Septic
Erosion
No unusual
concerns
See
Wetlands
section
While soils conditions can be a constraint to development, depending on factors such as
wetness, frost action, stones, etc., there are also many engineering/construction techniques to
overcome these constraints.
SOIL COMPOSITION IN THE CITY OF OLEAN
Most of the bedrock in and around the City of Olean is blanketed with several feet of stratified
and unstratified glacial sediments. The main glacial deposit in the county is till, which results
from debris that is deposited beneath a moving glacier. The makeup of till is influenced by
local bedrock over which the glacier has moved and picked up particles. Outwash deposits are
also scattered throughout the County and are the material that washed out from under and
around a glacier during its meltdown. Postglacial deposits that underlay a significant portion to
the City consist of recent alluvium associated with the floodplain of the Allegheny River.
These deposits are generally fine sand to gravel, and may be overlain with silt several feet
deep. At the higher elevations surrounding the City the surficial geology consists of acid,
deeply leached till, and stratified deposits. These soils generally lie on steep to very steep
terrain, are dominantly well-drained, with moderately deep and shallow soils overlaying hard
sandstone bedrock.
AREAS WITH DEVELOPMENT LIMITATIONS
As stated above, the combination of steep slopes and shallow soils can present a severe
limitation to development and can lead to erosion problems and septic failures in areas without
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sewers. The excessively to poorly drained soils found in the Allegheny River valley area
through the City of Olean are found on relatively level terrain and include deep soils that are
formed on floodplains. The poorly drained wetland areas of the river valley that are designated
the New York State Department of Environmental Conservation (NYSDEC); present severe
development constraints. The soils found on the moderately steep terrain on the northeastern,
northwestern, and south-central edges of the City range from somewhat poorly drained to welldrained. Areas with a combination of very steep slopes and somewhat poorly drained soil
conditions call for carefully planned or no development. See Table 2.7-1, previous page, for a
description of soil limitations.
C. ECOLOGY
The ecology of the City of Olean includes its plant and animal communities. The City is part of
the Allegheny River watershed, described below, which sustains a diversity of wildlife
including 288 species of birds, 38 mammals, 114 fish, and 64 reptiles and amphibians. The
management of terrestrial and aquatic habitats for vegetation and wildlife is necessary to
provide mitigation from the direct adverse impacts of development. In addition, it is important
to assist ecosystem-wide efforts by State and Federal agencies to restore damaged habitat.
PLANT COMMUNITIES
EASTERN DECIDUOUS FOREST
Much of the forest surrounding the County has been highly fragmented by timbering activities,
settlements, summer homes and cottages, ski facilities and agriculture. Like the rest of the
Eastern Deciduous Forest region, the forests surrounding Olean are characterized by the
broadleaf trees that create spectacular displays of fall foliage coloration and are leafless during
winter.
On moist soils throughout the Southern Tier of New York State and throughout the northeast
United States, the most predominant tree genera are maple (Acer), birch (Betula), beech
(Fagus), and hemlock (Tsuga). Basswood (Tilia) is also common. The most typical forest type
of the eastern deciduous forest in Cattaraugus County are known as the Hemlock-Northern
Hardwoods where hemlock, beech and sugar maple are abundant and also consist of American
elm, red maple, white ash, and yellow birch, with a mix of red oak trees species. The mature
forested hillsides surrounding the City are made primarily of this canopy mix. There are also
many species of lesser abundance. Examples are box elder, American holly, sassafras, and
poplar.
Many wildflowers thrive in deciduous forests in early spring and summer. Woodland
sunflower, wild lettuce, trout lily, trillium, May apple, and Venus’ looking-glass are among a
few. Overall, there are more than 100 kinds of trees in these mixed deciduous forests. Early
successional forests on lands formerly farmed or logged within and adjoining the City, will be
dominated by cottonwood, aspen, cherry and other fast growing trees and shrubs, or grassland
meadows dominated by non-native forbs and grasses.
WILDLIFE
As wildlife populations increase and habitat areas decrease, wildlife management becomes
increasingly difficult and of the utmost importance. NYSDEC practices wildlife management
throughout the state. NYSDEC regulates the various hunting seasons, stocks water bodies with
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fish, and monitors fish populations. Stream corridors, woodlands, wetlands, and adjacent lands
provide habitat for a large number of wildlife species.
Development and agriculture fragments the natural landscape, destroys habitat required for
many species, modifies habitat for others, and creates new habitat for some species. This land
use shift will continue to influence the region’s forests along with forest wildlife and habitat.
Land use changes that result in increased forest fragmentation could have negative impacts on
a number of forest wildlife species, including many mature forest and early successional bird
species. In an urbanized area such as Olean, important conservation goals are to protect and
enhance wildlife corridors and remediate existing contamination and prevent future
contamination of land and water habitats.
MAMMALS
In spite of the loss and fragmentation of forested habitat several species, including the current
largest herbivore in the deciduous forest the whitetail deer, have thrived with population
numbers far exceeding historic levels. The expatriated wood buffalo, elk, and moose were at
one time the top herbivores in the region. The current top predator is the black bear, which
replaced the long-gone wolf and mountain lion. Black bears are very reclusive, and are very
seldom spotted in areas surrounding the City. There are many other common mammals,
including red and gray fox, bobcat, weasel, chipmunks, woodchucks, hare, squirrels, and
muskrats.
FISH
The
Allegheny
River
watershed has a high diversity
of fish species. It supports the
most diverse stream fish
assemblages in New York
State. Brown, brook and
rainbow
trout,
walleye,
muskellunge, hog suckers,
white suckers, stoneroller
minnows, creek chubs, black
nose daces, long nose daces, Mountain Brook Lamprey, NYS Special Concern Species
fantail darters, Johnny darters,
common shiners, blunt nose minnows, rock bass, smallmouth bass, mottled sculpin, and
various species of panfish are found within confines of the watershed. In addition, six of the
Allegheny River watershed fish species are listed as New York State protected species. The
bluebreast and gilt darters are listed as endangered while the gravel chub, blackchin shiner,
black redhorse, and longhead darter are on a list of species of special concern.
Two fish species found in the immediate vicinity of the City of Olean are New York State
species of special concern. These include the Mountain Brook Lamprey (Ichthyomyzon
greeleyi) and the Stream Chub (Erimystax dissimilis). The mountain brook lamprey is a small
eel-like species primarily found in French Creek, but also lives in creeks in the northern and
central parts of the Allegheny River basin. Like the hellbender, below, the mountain brook
lamprey is found in gravel riffles and sandy runs of clean, clear streams and in the sand, mud,
and debris in pools and backwaters. The streamline chub is a small slender fish that reaches 4-5
inches in length. The only waters in New York known to contain this small fish are the
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Allegheny River and tributaries like Olean, Ischua, Oil, and Fivemile creeks. The streamline
chub also lives in riffles and over bars in moderate-sized streams with clean course gravel. The
current population status is unknown. The species has always been restricted to the Allegheny
River basin and is no longer found downstream of Salamanca in the Allegheny Reservoir. The
Allegheny River has been impounded by the Kinzua Dam, which eliminated habitat and
isolated the population of the streamline chub in New York.
Each spring, the NYSDEC stocks Olean Creek with yearling and older trout. Actual numbers
and stocking times vary depending on fish availability and weather conditions. The fish are
stocked with help from County Federated
Sportsmen.
REPTILES AND AMPHIBIANS
An amphibian rare to New York State and
unique to the Allegheny River watershed
is the Eastern Hellbender Salamander
(Cryptobranchus
alleganiensis).
The
hellbender is a special concern species of
New York State and can be found in the
segments of the river that pass through the
City of Olean (see description, right).
BIRDS
Eastern Hellbender, NYS Special Concern Species
The eastern hellbender is an intriguing and bizarre animal and hails
as the Americas' largest aquatic salamander. In New York, the
hellbender lives solely in the Allegheny and Susquehanna Rivers and
their tributaries.
Hellbenders prefer swift running, unpolluted streams and rivers with
riffle areas and large flat rocks. Mature hellbenders range in size
from 12-29 inches. These salamanders are perfectly adapted to
their swift flowing stream habitats with their flattened head and
body, short stout legs, long rudder like tail, and very small beady
eyes. Hellbenders do not hibernate, and become active after dark.
They feed on crayfish, fish, frogs, and a variety of invertebrates.
There is also an abundant and diverse
variety of birds, particularly during the
spring breeding season, summer, and fall
migration. Some characteristic breeding
The hellbender was listed as a special concern species of New York
State in 1983. It is listed as Endangered in Maryland, Ohio, Illinois
birds include northern cardinal, song birds
and Indiana and is threatened in Alabama. The factors leading to
such as yellow warblers, great-blue heron,
this population decline are pollution of the aquatic habitat, damming
of rivers and streams, and the siltation of streams and rivers
mourning dove, eastern screech owl, wood
resulting from agricultural practices and construction work (e.g.
thrush, various woodpecker species, and
bridges and roadwork). An additional problem is the unintentional or
wood and mallard ducks. In addition, New
intentional killing by fishermen who accidentally catch hellbenders.
York State species of concern, sharpshined and Cooper’s hawks, frequent City neighborhoods. Because the climate varies from
cold in winter to hot in summer, and because the mixed deciduous forest is well supplied with
food and shelter, this region is a biological crossroads. Many species of birds that nest in
transition or boreal forests migrate through, others breed in the North and winter in the Olean
area, and dozens of species are resident year-round. The migratory flights of autumn are
characterized by large numbers of birds, the most spectacular being those of hawks, notably the
Broad-winged, which make use of strong updrafts above Appalachian ridges.
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The Pfeiffer Nature Center, located in nearby Portville, maintains the following checklist of
birds found in the area:
Turkey Vulture
Eastern Phoebe
European Starling
Northern Cardinal
Tundra Swan
Great Crested Flycatcher
Cedar Waxwing
Rose-Breasted Grosbeak
Osprey
Northern Shrike
Blue-Winged Warbler
Indigo Bunting
Northern Harrier
White-Eyed Vireo
Nashville Warbler
Bobolink
Sharp-Shinned Hawk
Blue-Headed Vireo
Chestnut-Sided Warbler
Red-Winged Blackbird
Cooper's hawk
Warbling Vireo
Magnolia Warbler
Brown-Headed Cowbird
Northern Goshawk
Red-Eyed Vireo
Black-Throated Blue
Warbler
Purple Finch
Red-Shouldered Hawk
Blue Jay
Yellow-Rumped Warbler
Evening Grosbeak
Broadwing Hawk
American Crow
Black-Throated Green
Warbler
Pine Siskin
Red-Tailed Hawk
Common Raven
Blackburnian Warbler
American Goldfinch
Rough-Legged Hawk
Tree Swallow
Cerulean Warbler
Ring-Necked Pheasant
Black-Capped Chickadee
Black-And-White Warbler
Ruffed Grouse
Tufted Titmouse
American Redstart
Wild Turkey
Red-Breasted Nuthatch
Ovenbird
Killdeer
White-Breasted Nuthatch
Common Yellowthroat
Mourning Dove
Brown Creeper
Hooded Warbler
Black-Billed Cuckoo
Carolina Wren
Scarlet Tanager
Eastern Screech Owl
Winter Wren
Eastern Towhee
Great Horned Owl
Golden-Crowned Kinglet
Chipping Sparrow
Barred Owl
Ruby-Crowned Kinglet
Field Sparrow
Ruby-Throated
Hummingbird
Veery
Savannah Sparrow
Yellow-Bellied Sapsucker
Gray-Cheeked Thrush
Vesper Sparrow
Downy Woodpecker
Hermit Thrush
Fox Sparrow
Hairy Woodpecker
Wood Thrush
Song Sparrow
Pileated Woodpecker
American Robin
White-Throated Sparrow
Eastern Wood Pewee
Gray Catbird
White-Crowned Sparrow
Least Flycatcher
Brown Thrasher
Dark-Eyed Junco
D. WATER RESOURCES
ALLEGHENY RIVER WATERSHED
A watershed is defined by the ridgeline or elevation contour that delimits a drainage basin, i.e.,
all the area drained by a river or a system of rivers and tributaries. The watershed may serve as
87
the natural ecosystem boundary for ecosystem approaches to natural resource management.
Changes at one point in a drainage basin may have unforeseen impacts at other parts of the
basin over a period of years. This is because water flows downstream from the watershed
through the drainage basin and integrates the influences of natural and human disturbances
within the watershed.
SURFACE WATER
There are a variety of surface water resources encompassed within and surrounding the
environs of the City of Olean. Major surface water features include the Allegheny River,
streams, floodplains, and wetlands which are part of the Allegheny River watershed.
Watercourses
The Allegheny River and its tributaries are an integral component of the ecology, economy,
and history of western Pennsylvania and southwestern New York. The City of Olean lies
within the Allegheny River watershed, which comprises 1,880 square miles just north of the
state line between Pennsylvania and New York.
The Allegheny River itself has its origins in Pennsylvania. It enters New York State at the
Cattaraugus-Allegheny county borderline, meanders westward for approximately 88 km, and
returns to Pennsylvania where it drains into the Ohio River and eventually into the Mississippi
River. The watershed includes stream and river habitats, as well as extensive wetlands, some
large lakes, natural ponds and a reservoir.
Water Quality
NYSDEC Water Quality Classifications
New York State water quality management regulations provide protection for the stream
channels. All streams are assigned classifications for best uses and standards of quality and
purity by NYSDEC’s Water Pollution Control Board. Classifications are based on water
quality at the time of sampling, as well as recommended best usage, which is determined by
natural conditions and past, current, and desired uses of the water-bordering lands.
New York State water quality classifications include:
ƒ
Classes A and AA are suitable for drinking water;
ƒ
Class B is suitable for primary contact recreation, such as swimming;
ƒ
Class C is suitable for fish propagation; and
ƒ Class D is suitable for secondary contact recreation, such as boating. A Class D
designation does not necessarily imply that the waters are polluted. These are waters that
may not have been sampled or are extremely small or intermittent and, therefore,
unsuitable for fish propagation.
ƒ A “t” designation follows any stream classification if the stream so classified is
suitable for trout stream.
Streams for fishing are usually “C,” but “A” and “B” can also sustain quality fisheries. Class
A, B, and C(t) streams require NYSDEC permits for disturbance of bed or banks. Permits are
not usually required for work in and around Class C streams.
Stream Classifications in and around the City of Olean
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Olean Creek and Two-mile Creek are both within the Allegheny River watershed. The majority
of the streams in the Allegheny River watershed are classified as Class C by the NYSDEC, as
follows:
ƒ
The segments of the Allegheny River that run through the City are classified Class C.
ƒ The segment of Olean Creek from the City’s water treatment plant upstream is a Class
A stream.
ƒ The segment of the Olean Creek from the water treatment plant to the confluence of
the Allegheny River is a Class C stream. Olean Creek is designated as a protected stream
by the NYSDEC.
ƒ
Two-mile Creek is a classified as a Class C stream.
WETLANDS
Functions
Wetlands are transition areas between uplands and aquatic environments. Freshwater wetlands
are a valuable natural resource for the City. A very important function of wetlands in Olean is
flood mitigation. This is a significant attribute for the City, given fact the Allegheny River runs
through the center of the City and much of Olean lies within the river’s or Olean Creek’s
floodplain. Other critical functions include groundwater recharge (i.e., the movement of surface
water down through the soil to the underlying groundwater system or aquifer), wildlife habitat,
erosion control, and pollution filtration. In addition, wetlands provide opportunities for
recreation and education.
Characteristics
Wetlands are categorized as lacustrine (lakes), palustrine (marshes, swamps, and bogs), or
riverine (rivers and streams). Where the water table is near or at the surface of the land or
where the land is covered with shallow water, there is a predominance of wetland vegetation,
and the substrate is predominantly saturated wetland hydric soils. Characteristic soils,
vegetation, and hydrology distinguish wetlands from upland areas.
Wetland plants, or hydrophytes, have morphological and physiological adaptations that enable
them to survive flooding and/or saturated soil conditions. In New York State, a wetland is
specifically identified by the presence of hydrophilic vegetation. The method used by the
Federal government is based on the presence of hydrophytes, hydrology, and hydric soils.
Wetland Classifications and Regulations
Wetlands are protected by State and Federal
laws, which require any person wishing to
conduct an activity in a wetland or regulated
adjacent area to obtain a permit from the
issuing authority. NYSDEC categorizes
wetlands. A Class I wetland provides the
most critical of the state’s wetland benefits.
As a result, it is provided with the highest
level of protection under NYSDEC
regulations, and a reduction or disturbance to
which is only accepted in the most unusual
circumstances. A Class II wetland, as
Soils that are poorly and very poorly drained are
considered hydric (wetland) soils. These are divided into
three types: alluvial, organic, and upland wetlands. Alluvial
soils are deposited by stream sedimentation and flooded
on a regular basis. The soils are wet by virtue of their lowlying positions along streams. Organic soils are created by
decayed plant material, usually found in wetlands that
were former lakes and ponds, which have become filled
because of eutrophication, the excessive growth of
vegetation because of nutrient overloading, and
succession, the change in plant communities over time.
Upland wetlands are soils subject to flooding and ponding
because of their low-lying position in the landscape. In
general, the soils are nearly level (0 to 2 percent slopes),
very deep, poorly drained, and have a high water capacity.
89
determined by NYSDEC, is a wetland that provides important wetland benefits, the loss of
which is acceptable only in very limited circumstances.
Designated Wetlands in the City of Olean
There are two large areas of NYSDEC regulated wetlands in the City located on and adjacent
to the Allegheny River and Olean Creek floodplains. The regulated wetlands are located in the
south central and northeast parts of the City and adjoining areas of the Town of Allegany.
GROUNDWATER
Groundwater is a valuable source of drinking water. Groundwater is a moving stream that
flows following the contours of the land. Most groundwater originates as rainwater which
seeps downward through soils until it reaches the saturation zone from which wells and springs
are fed. As described in Chapter 2.6, “Transportation, and Infrastructure,” all City residents are
supplied water from the Olean public water district and the reservoirs in the south of the City.
Groundwater aquifers are porous water-bearing geologic formations capable of yielding an
appreciable supply of water. The geologic formations generally consist of unconsolidated
deposits such as sand and gravel or bedrock. Aquifers are similar to lake basins and river
channels that contain surface water.
WATER PROTECTION ORGANIZATIONS
The United States Environmental Protection Agency (USEPA) enforces federal clean water
and safe drinking water laws, provides support for municipal wastewater treatment plants, and
takes part in pollution prevention efforts aimed at protecting watersheds and sources of
drinking water. The Agency carries out both regulatory and voluntary programs to fulfill its
mission to protect the nation's waters. The U.S. Fish and Wildlife Agency (USFW) has adopted
a watershed ecosystem approach to protecting important habitats for plants and wildlife.
At the state level, NYSDEC protects water quality in lakes, rivers, aquifers, and coastal areas
by regulating wastewater discharges, monitoring water bodies and controlling surface runoff.
In addition the NYSDEC manages the availability of freshwater resources, and helps
communities prevent flood damage and beach erosion. NYSDEC promotes water stewardship
and education.
FLOOD ZONES
Under the National Flood Insurance Program (NFIP), the Federal Emergency Management
Agency (FEMA) is required to develop flood risk data to use in both insurance rating and
floodplain management necessary to purchase federally-backed flood insurance. The data are
developed through Flood Insurance Studies for individual municipalities. Special flood hazard
areas are subject to inundation by the 100-year flood, which is a flood having a one percent or
greater probability of being equaled or exceeded during any given year. The 100-year flood is
the national standard on which the floodplain management and insurance requirements of the
NFIP are used. Several interconnected floodplains in the City of Olean follow the Allegheny
River, Olean Creek, and Two Mile Creek.
As described in Chapter 2.1, “Land Use and Public Policy,” the City of Olean has mapped a
Floodplain zoning district over the 100-year floodplain which severely restricts development in
the flood zone.
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E. CLIMATE AND AIR QUALITY
The climate in the Southern Tier of New York State is temperate and continental, as it is
governed primarily by air masses and weather systems developing within the North American
continent. The summers are pleasantly warm with high temperatures in July averaging 68
degrees Fahrenheit, while winters are relatively long and cold with average lows in January of
only 22 degrees. Annual precipitation in Southern Tier is about 40 to 50 inches.
The City of Olean is generally within attainment levels for all criteria pollutants as identified in
the New York State Air Quality Report, Ambient Air Monitoring System (NYSDEC Division
of Air Resources).
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CHAPTER 2.8
CONCERNS
ENVIRONMENTAL
A. BROWNFIELDS
OVERVIEW
Virtually every community in the nation’s older industrial regions, no matter its size, grapples
with the challenge of cleaning up and reusing former and often vacant commercial and
industrial sites, landfills, and other properties with proven or high likelihood of environmental
contamination. These lands are generally referred to as “Brownfields.” In many cities, like
Olean, where very little undeveloped land remains and much of what remains is
environmentally sensitive (e.g., wetlands, steep slope areas, floodplains), Brownfields
constitute the only major parcels available for redevelopment.
ƒ
Brownfields can be a valuable community resource that, through redevelopment and reuse,
can provide many benefits.
ƒ
Removal of hazardous materials from soil and groundwater can provide a healthier urban
environment for people and wildlife.
ƒ
Direct economic benefits (e.g., jobs, taxes) can accrue to the community.
ƒ
Keeping development focused in urban areas reduces sprawl and the associated costs of
extending infrastructure and using undeveloped “green fields.”
Therefore, brownfield cleanup is imperative for economic growth. Cleaning up contaminated
sites and making them productive again means jobs and a healthier environment.
BROWNFIELD OPPORTUNITIES AREAS (BOA)
The City of Olean and the Cattaraugus Empire Zone Corporation, as joint applicants under the
New York State Brownfield Opportunity Areas program, recently secured funding to identify
and preliminarily assess multiple brownfield sites (approximately 500 acres) in the northwest
corridor of the City. That information will be used to develop a community-based, area-wide
plan for the cleanup and redevelopment of these sites. The successful implementation of this
plan will result in numerous benefits to the community and region, including the elimination of
environmental contamination and blight associated with these sites; economic growth in terms
of new businesses, jobs and an expanded tax base; and the enhancement of the gateway link
between the recently designated I-86 corridor and the City’s central business district.
DESCRIPTION OF POTENTIALLY CONTAMINATED SITES
Agway Olean Nitrogen Complex
Physical Site Description and Ownership
This approximately 36-acre property is located at 1404-1406 North Buffalo Street in an
industrial area in the northern part of the City. It consists of two contiguous parcels of 22.60
and 13.49 acres in size. The site is currently vacant and unutilized. COR Development, Inc.
currently has an option with the Agway Corporation, which presently owns the site.
Site History and Past Usage
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The Agway Olean Nitrogen Complex was the site of various industrial operations from circa
1917 to 1983, when the plant was closed. Agway operated the property as a nitrogen fertilizer
manufacturing facility from 1966 through 1983. During this period, Agway operated a joint
venture with Felmont Oil Corporation, located on an adjacent parcel, for the production of
nitrogen fertilizer. Under this arrangement, Felmont purchased natural gas for use in
combination with atmospheric air to produce anhydrous ammonia. Agway purchased the
anhydrous ammonia and carbon dioxide from Felmont to use in the synthesis of ammonium
nitrate and urea-making urea prills, urea liquid, ammonium nitrate liquid, and various nitrogen
mixes. Agway purchased water from Felmont and sold steam back to Felmont.
Environmental Assessments
Various investigations and assessments have been conducted on and adjacent to the Agway
property. Since 1969, high concentrations of nitrogen, primarily ammonia and nitrate were
detected in groundwater, and were attributed to various spills and leaks of fertilizer, process
compounds, and wastewater.
In 1979, the United States Geological Service (USGS) groundwater study found nitrogen
compounds in groundwater at levels from 100 mg/l to 1,840 mg/l. Sampling programs
conducted from 1990-1991 indicated the presence of semi-volatile organics and
polychlorinated biphenals (PCBs) in soil and sediment samples. Also found at that time were
metals including chromium, barium, and lead at levels exceeding New York State Department
of Environmental Conservation (NYSDEC) groundwater guidelines. There are no ongoing or
anticipated environmental enforcement actions related to the Agway site.
Felmont Oil Corporation Property
Physical Site Description
The 24.8-acre Felmont property is located at 1420 and 1470 North Buffalo Street adjacent to
the Agway site, and consists of three parcels of 9.25, 1.27, and 14.25 acres respectively.
Site History and Past Usage
From 1966 to 1985, a production well field was operated on the property for Felmont
operations, as well as for use as cooling water at the Agway facility. Several former industrial
facilities are located adjacent to and up-gradient of the property including the Van Der Horst
Plants, the Agway Nitrogen Complex, and Dresser-Rand Industries.
The continuous pumping of the well field supplying water for site operations served to control
groundwater and potentially created a groundwater gradient in the direction of the subject
property resulting in the migration of contamination from surrounding areas. The well field
was also used to purge the aquifer of elevated nitrate-nitrogen concentrations. Pumping was
halted in 1985, as it was believed that the pumping was causing the migration of contamination
from adjacent properties to the subject site.
Environmental Assessment
The Olean Urban Renewal Agency, the City’s economic development arm, recently secured
monies under the New York State Environmental Restoration Program to investigate portions
of the former Felmont Oil site. Pending the results of the environmental investigation, the City
will pursue options to facilitate cleanup of the site via additional ERP funding or private
investment.
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Van Der Horst Plant
Site History and Past Usage
The Van Der Horst Plant operated as a chromium-plating plant from 1940 to 1987 and Plant
No. 2 was operated as an iron-plating facility from 1951 to 1987.
Environmental Assessment
Documented releases of contaminants have occurred from these facilities, and impacted
groundwater from these facilities may have migrated towards the Agway property and
contributed to environmental contamination.
Olean Well Field
Physical Site Description and Ownership
The 1.5 square-mile Olean Well Field Superfund Site is comprised of three public and 50 private
wells contaminated with trichloroethylene (TCE). This site is being addressed through Federal and
potentially responsible party actions.
Site History and Past Usage
Much of the groundwater contamination is believed to be the result of industrial operations at
several commercial establishments that formerly operated in the vicinity of the site. Contamination
of the areas was discovered in 1981. The public wells were constructed in the 1970s to alleviate the
need for a surface water treatment plant, which draws water from Olean Creek. However, use of the
wells was discontinued after Olean city officials detected TCE in the groundwater. In 1990, the
public wells were reactivated after two air strippers were constructed to treat the groundwater. Siterelated contaminants have migrated from shallow groundwater to deeper levels. The groundwater
located in the upper level flows toward and discharges into the Allegheny River.
Threats and Contaminants
The groundwater is contaminated with volatile organic compounds (VOC's). Three public wells and
most residential wells are located within the area of groundwater contamination. On-site soil at the
manufacturing facilities is contaminated with TCE and other VOC's. Area residents may have been
exposed to the contaminants in their drinking water and through direct contact.
Cleanup Approach and Status
This site is being addressed in three stages: immediate actions and two long-term remedial phases,
which are focusing on groundwater cleanup and controlling sources of contamination to the
groundwater.
IMMEDIATE ACTIONS
Thirty-two home carbon treatment units for drinking water were installed on private wells and
subsequent monitoring services were performed by the USEPA between 1983 and 1985. The
NYSDEC and the USEPA developed an interim cleanup action that provided for regular monitoring
and the installation of additional carbon adsorption units, as necessary, until a permanent remedy
was put in place. In separate remedial actions implemented in 1990, 2000 and 2003, several tons of
contaminated soils were excavated and removed from several of the Olean Well Field facilities.
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LONG-TERM REMEDIATION
GROUNDWATER: Based on the results of the initial site investigation, remedies selected to clean
up the site included: (1) reactivation of the three public wells and treatment of the groundwater
using air strippers to reduce the TCE contamination to a level that protects human health; (2)
extension of the city waterlines from the Town of Olean to connect approximately 93 residences
served by private wells; (3) inspection of the McGraw-Edison industrial sewer and performing any
necessary repair and/or replacement; and (4) recommendation of institutional controls to restrict
withdrawal of contaminated groundwater for drinking purposes. Five thousand feet of sewer line
have been replaced or cleaned. Water main extension work was completed in 1989. The extended
water main
also provides hydrants and fire protection to the targeted areas. Two air strippers were constructed
at the public (municipal) wells in 1989 and, in 1990, the wells were reactivated.
STATUS
Subsequent sampling in 1996 found soil and groundwater contamination at four of the properties.
USEPA issued a Second Operable Unit Record of Decision (“ROD”), which selected vacuum
enhanced recovery, groundwater pump and treat, and excavation to remove the sources of
contamination to the groundwater.
The USEPA identified the following four source areas at the Olean Well Field and mandated
clean up of source area contamination at the following businesses:
ƒ The Alcas Manufacturing Facility Vacuum—Soil Treatment
ƒ The AVX Corporation Site Soil Excavation—Groundwater Pump and Treatment
ƒ The McGraw-Edison Facility—Groundwater Pump and Treatment
ƒ Loohn’s Dry Cleaners and Launderers Property—Soil Excavation
In 1997, the potentially responsible parties for the Alcas, AVX and McGraw-Edison properties
agreed to remediate their respective properties and agreements were entered into. The required
groundwater treatment system at the McGraw-Edison is completed and was approved by EPA
in September 2003.
In July 2000, approximately 5,055 tons of contaminated soils were removed from the AVX
facility outside the Olean city limits. However, post removal sampling has confirmed that
significant soil contamination still remains at this facility, particularly under the manufacturing
building. A series of remedial investigations conducted at the Alcas property subsequent to the
issuance of the 1998 Consent Decree have revealed the need for further field studies to
adequately define the nature and extent of the contamination. These studies have determined
that a major source of the contamination to the surrounding environmental media stems from a
significant contaminant source located directly beneath the facility’s manufacturing building.
Approximately 6,000 tons of contaminated soils and 1,400 tons of building debris were
removed from the Loohn’s property in 2003.
B. PROPOSED LANDFILL AT FARMERSVILLE
A review of the supplemental Draft Environmental Impact Statement (SDEIS) and related
documents indicates that:
1. The SDEIS lacks an evaluation of the regional impacts of the proposed landfill, as required
by SEQR. Regional impacts include wide-ranging impacts on interconnected watershed and
aquifer systems, socioeconomic effects, visual effects, and others.
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2. The SDEIS does not follow approved New York State Department of Transportation
(DOT) guidelines for assessment of traffic impacts. The SDEIS also does not include all
elements of a comprehensive traffic study such as accident history, assessment of existing
traffic, and analysis of sight distance. Based on our review, vehicle trip generation and
distribution are understated in the DEIS when compared with Institute of Transportation
Engineers (ITE) standards. The analysis should include “reasonable worst case” assumptions,
instead of the optimistic best case assumptions used, regarding the volume, type, and hours of
operation of truck traffic.
3. Based on our review, the DEIS does not include an adequate inventory of the biota in the
area potentially affected by the proposed landfill, nor does it comprehensively assess the
effects of the proposed landfill on the biota in the area of the project.
4. The proposed project will significantly alter the scenic and visual character of the region.
The SDEIS does not assess the visual impacts of the proposed landfill on the scenic character
and related heritage, nature, and cultural tourism development of the Southern Tier region. The
project area is highly scenic, with rolling hills, scenic views and vistas, vernacular architecture,
agricultural contours, and woodlands. In our opinion, NYS Route 16 in the vicinity of the
project site is potentially eligible for designation as a New York State Scenic Byway. The
primary cause of the negative visual impact is the incongruity of the proposed project and its
bucolic setting - natural, agricultural, and residential. The SDEIS must include a complete
assessment of these impacts, including the use of photographs and visual simulations that
present an accurate contextual view. Specifically, it must:
•
Define an adequate study area for the assessment of visual effects based on available
views;
•
Define the regional landscape character of the study area;
•
Describe the project’s visual characteristics, both on-site and off-site mitigation
measures (e.g., bridge replacement, road widening or straightening);
•
Define the view shed by use of a map that defines the area from which portions of the
project can be seen;
•
Identify visually sensitive land uses;
•
Determine which of these resources has a view of the proposed facility at full build
out; and
•
Prepare photo simulations to depict what the facility will look like from these vantage
points.
5. The SDEIS does not evaluate the long-term and cumulative impacts of the proposed
landfill, including potential plans to expand over time. The reasonable worst-case full build-out
of the proposed project must be evaluated.
6. By harming the visual and environmental quality of the region, the project will hinder
economic revitalization efforts in the larger Southern Tier region. This will undermine the
region’s economic base, because the project would adversely affect tourism and the likelihood
of businesses relocating or remaining in the region based on the area’s quality of life.
7. The SDEIS fails to provide an adequate and good faith evaluation of reasonable
alternatives to the proposed action.
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8. The SDEIS fails to assess the environmental justice implications of the proposed project on
a rural community in upstate New York State that has income levels well below the Statewide
average. The larger environmental justice implications of the unequal siting of landfill and
hazardous waste sites in Western New York, with a highly disproportionate share of these
facilities sited in the WNY region compared in particular with downstate New York must be
fully addressed to meet SEQR’s requirements for cumulative impacts to be addressed.
The Allegheny River flows 325 miles and drains 11,778 square miles, flowing North from
Coudersport, PA, through Olean, before turning South and entering the Allegheny Reservoir on
the PA-NY border. Below the reservoir, the river flows another 200 miles before it joins the
Monongahela River in Pittsburgh to form the Ohio River, which empties into the Mississippi
and eventually flows into the Gulf of Mexico below New Orleans, LA.
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Part 3: Goals and Objectives
•
Chapter 3.1: Community Goals and Objectives
The information developed in Parts 1 and 2 essentially outlines the difference between the real
– Olean’s current situation and trends – and the ideal – the vision of Olean in 2025. This part
of the plan begins to address how to narrow that gap by suggesting a series of goals and
objectives that can move the community forward toward an ultimate ideal.
The process of setting goals and objectives is necessarily dynamic, because the situation and
the available resources are constantly changing. Therefore, the directions suggested in this part
of the plan must be revisited regularly by the community leadership to insure a realistic plan
for progress.
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CHAPTER 3.1
OBJECTIVES
COMMUNITY GOALS AND
A. INTRODUCTION
In Part 1 of this plan, we reviewed the issues facing the City of Olean. This included an
assessment of core strengths, a discussion of some of the challenges the community faces, and
a review of the key opportunities that appear to present themselves. This overview of Olean’s
situation gave rise to a proposed vision of Olean’s future in the year 2025. That vision
described a vibrant small city that served as a business, commercial and service center for New
York’s western southern tier.
In Part 2, we analyzed existing conditions and trends in Olean in a number of key areas,
including land use, socioeconomic conditions, and transportation and infrastructure. That
assessment helped to identify specific factors that can either form the basis for progress toward
the vision or that may be potential impediments. Combined, the first two parts of this plan lay
the groundwork for a series of strategies, goals and objectives that reflect the vision and
establish the policy intentions behind the comprehensive plan. As noted in Part 1, this plan
proceeds from a long term vision – twenty years in the future – to an outline of near term
action steps. The time frame being utilized is restated below:
•
Vision
20 Years
•
Goals
5 – 10 Years
•
Objectives
1 – 3 Years
•
Actions
6 – 18 months
In this part of the plan, we also introduce the concept of strategies that could be used to achieve
each element of the vision. Strategies reflect the City’s choices of how best to move toward
the vision, given the multiple courses of action available. Strategies are determined based upon
the totality of circumstances facing the City, including its assets, markets and financial
resources. By and large, limitations in resources such as those confronted by most smaller
communities, generally dictate the use of “incremental strategies” that seek to build gradually
upon an existing asset base by pursuing realistic opportunities.
For our purposes, goals are defined as a limited number of statements of policy direction and
intent that are crafted to help achieve the vision. Goals are suggested by the strategies chosen
to pursue each element of the vision. Objectives are outlines for action and are most often
stated in time and quantity specific terms (e.g. The City of Olean will construct 500 linear feet
of sidewalk by the end of 2006.) Actions are the recommended steps that must be taken to
achieve objectives.
The goals and objectives are organized by headings that correspond generally to the primary
elements of the draft vision found in Chapter 1 (i.e., diverse and vibrant economy, revitalized
central business district, etc.). This approach reinforces the City’s desire to pursue its vision by
setting goals and objectives that are designed to move toward making the vision a reality. In
this way, the vision does indeed become the framework for a wide array of public policy
decisions.
In reviewing the goals and objectives, it is important to recognize that they represent guide
posts, not rigid dictates for determining policy. While representing an expression of general
opinion, their application to specific cases may result in inconsistencies and conflicts. It is not
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necessary to reconcile each of these conflicts within the overall statement of goals and
objectives. The City must balance competing objectives and recognize that on a case-by-case
basis, decisions will have to be made regarding which policy takes precedence in a particular
situation, or whether there is a solution that balances objectives through compromise. The
ultimate vision will be a helpful decision-making tool when these policy conflicts must be
resolved.
While decision making will be influenced by the balancing of the competing interests
discussed above, it will also be constrained by the financial implications of various goals. That
is, a number of potential measures, such as City acquisition of property, carry with them
financial costs that will have to be weighed against the City’s fiscal and budgetary capabilities.
However, the balancing of interests is not necessarily a roadblock. Rather it is another factor
that gets added into the decision-making process. Thus, fiscal constraints may restrict or
eliminate an objective at certain times in the future.
As fiscal constraints will affect policy making, so will the action of entities and communities
beyond the authority of the City of Olean. Similarly, while objectives are put forward that
require cooperation and coordination with other local or regional government authorities,
obtaining these shared objectives will be subject to the vagaries of institutional cooperation.
The policy and decision making that flow from the vision, goals and objectives is a dynamic
process. The goals and objectives serve as guides for the land use policy review to follow.
Because of the complexity of the decision making, in many cases a balancing of equities will
be necessary to reach a decision.
The following community goals and objectives were developed to guide policy making for the
City of Olean over the next 5 to 10 years and are designed to assist in evaluating land use and
development proposals as well as to recognize resources to protect and enhance in the
community. They are not meant to “bind the hands” of the City leadership. Each individual
case must be evaluated on its merits. It is recommended that the goals and objectives
statements be re-evaluated if future community planning decisions are in conflict with these
statements. The goals and objectives statements could be confirmed or modified when conflict
arises.
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B. GOALS AND OBJECTIVES – NEAR AND MID TERM (5 YEARS)
This section is organized by elements of the vision. For each element, there is a brief
restatement of the vision and the strategies that should be considered to pursue that particular
element of the vision. Each goal represents a broad statement of policy direction and intent.
For each goal, a number of objectives are suggested. To be effective, objectives should
ultimately be formulated as time and quantity specific statements of desired outcomes that will
help achieve the goal and the vision.
The vision elements in this section are listed as near to mid term priorities because the City has
defined programs and initiatives under way in these areas and has the legal and financial
capacity to build upon those efforts. Longer term vision elements will be discussed in Section
C.
THE FIRST ELEMENT OF OUR VISION: CREATING A DIVERSE AND VIBRANT
ECONOMY FOR OLEAN
The Olean economy is a solid mix of manufacturing firms, commercial and retail services,
warehousing and distribution, and technology businesses that are thoughtfully integrated within
a community that highly values its residential character. Augmented by institutional
employment in government, education and health care, the economy is well-positioned to
respond to economic upturns and to withstand downturns. Key elements of local economic
success include:
•
An effective retention and expansion partnership between the City and manufacturing
companies
•
An aggressive marketing program to attract new business in growing sectors, with a
special emphasis on marketing water resources
•
An entrepreneurs programs to foster start-ups, particularly in technology businesses
that are globally competitive and add significant economic value
•
A strong partnership between the business community and the regional educational
institutions
STRATEGIES: STRIVING FOR A VIBRANT ECONOMY
Retention and Expansion: Regular contact with major employers; resolution of risk issues;
expansion by employers in the existing business base.
Business Attraction: Target industries with needs aligned with Olean’s assets; join existing
state (ESDC) and regional (Buffalo Niagara Enterprise) marketing efforts.
Entrepreneurship: Emphasize business start-ups in high value added sectors; encourage
entrepreneurial training; encourage basic and applied research and spin-off companies.
Land and Space Inventory: Maintain an inventory of shovel-ready development sites, including
brownfield sites; maintain lease space for smaller companies and start-ups; support “spec”
building development.
Human Resources Development: Link educational assets to business and economic
development; address the human resources needs for economic growth.
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ECONOMIC GOAL #1: PRESERVE AND STRENGTHEN THE ECONOMY
Objectives
a. Ensure that the needs of existing businesses are met, so that they will be retained and
expand in the City.
b. Continue to work with City agencies and utility providers to ensure that adequate
infrastructure/municipal services are available to meet business/industry needs.
c. Encourage positive economic investment in the community in the form of new
construction, restoration and improvement of existing structures.
d. Require industry to meet established performance standards. Promptly address nuisance
issues, such as odors.
e. Identify specific business/industry types that are globally viable, sustainable, and are based
on the region’s inherent natural, transportation, population, education and other assets.
f.
Continue working to attract new industries to the City in order to provide employment
opportunities for local residents.
g. Promote the expansion of the Cattaraugus Empire Zone in the City.
h. Support rail infrastructure improvements for both industrial and passenger use.
ECONOMIC GOAL #2: PROMOTE PARTNERSHIPS THAT FOSTER A GROWING AND
DIVERSE ECONOMY
Objectives
a. Promote more connections between local University/College institutions and City
industries, especially in the areas of human resource development and collaborative
research.
b. Continue to cooperate and coordinate economic development activities with area and
regional agencies and organizations.
c. Work with educational institutions to promote entrepreneurship training
ECONOMIC GOAL #3: PROVIDE APPROPRIATE AND ADEQUATE LAND FOR
INDUSTRY
Objectives
a. Allow sufficient opportunity for industrial land uses in designated areas of the City.
b. Ensure that zoning and other land use regulations are written in a way that promotes and
encourages the types of commercial and industrial development that the City would like to
attract and retain.
c. Examine potential sites for the development of an industrial park or other economic
development activities.
d. Undertake an aggressive role in enhancing the business climate by purchasing important
property for development where city intervention is appropriate; pursuing state and federal
funding sources to assist business development; and directing development activities to
meet comprehensive plan goals and objectives.
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e. Continue to pursue federal and state funding for the remediation of Brownfields in the City
–including the Felmont, Agway, and IDA (Homer Street) sites - in order to return these
lands to productive economic uses.
THE SECOND ELEMENT OF OUR VISION: A REVITALIZED CENTRAL
BUSINESS DISTRICT (CBD)
Downtown has found its “niche” as a complement to large retailers on the outskirts of the city.
The CBD is the center of finance, banking and government during the business day. A
specialty retail sector has developed that offers goods and services that are distinct from those
available in the large stores. Galleries and craft shops augment the specialty shops to create a
distinctive shopping and browsing district. Downtown boasts a wide array of restaurants to
serve workers and shoppers during the day, and they are part of an expanded cultural and
nightlife experience in the evening with galleries, theaters, and nightclubs. The diverse
offerings of the revitalized downtown attract residents of adjoining neighborhoods, college
students, and visitors from outside the city. The city as a whole is “pedestrian friendly”, but
the downtown area in particular is designed to encourage strolling and browsing, due in large
measure to carefully conceived design guidelines that preserve and enhance architecture and
overall attractiveness.
STRATEGIES: RECREATING THE HEART OF THE CITY
Institutional: Retain and support finance, banking, government, and education.
Retail: Promote specialty retailing complementary to mass marketers – specialty shops,
galleries, arts and crafts, antiques.
Nightlife and Culture: Create an evening experience for downtown - nightlife, cultural venues
and events, dining, galleries.
Housing: Encourage upper floor residential development; promote student housing.
Infrastructure: Create a distinctive “look and feel” through design guidelines, facades,
sidewalks, and lighting – a browsing district that balances pedestrian and parking.
Education Community CBD Linkage: Increase the productive interaction of faculty and
students with the CBD; focus on sporting and cultural events, downtown student housing, and
hospitality services.
CBD GOAL #1: RETAIN AND SUPPORT AN INSTITUTIONAL PRESENCE
Objectives
a. Keep public facilities downtown. Actively promote the location of new public buildings
and facilities in the heart of the City to strengthen community identity and responsiveness.
b. Retain and increase the public uses in downtown Olean, in order to maximize traffic in the
business district.
c. Provide flexibility in the zoning law for downtown projects in terms of parking and loading
requirements, mixed and commercial use groups permitted, dimensional criteria, and other
regulations.
d. Promote commercial development that is compatible with the existing downtown
development pattern.
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e. Promote active ground floor uses.
CBD GOAL #2: CONTINUE TO REVITALIZE THE CENTRAL BUSINESS DISTRICT AS A
DISTINCTIVE RETAIL CENTER OF BOTH THE CITY AND COUNTY
Objectives
a. Encourage the adaptive reuse of unused or underutilized commercial and industrial
buildings in the downtown area to attract small businesses. In addition, encourage infill
development where vacant land exists along the street frontage of downtown.
b. Consider incentive zoning that would provide density or use bonuses for certain types of
development.
c. Encourage mixed-use structures with ground floor retail along downtown streets.
d. Discourage ground floor residential units in the downtown.
e. Maintain a facade program to enhance and better coordinate the appearance of the
storefronts in downtown Olean.
CBD GOAL #3: INCREASE THE AMOUNT AND TYPES OF CULTURAL AND NIGHTLIFE
ACTIVITIES AVAILABLE TO THE CITY RESIDENTS, STUDENTS AND TOURISTS.
Objectives
a. Promote and accommodate increases in visitors to the City by attracting appropriate
tourism destination facilities, full-service restaurants, cafes, galleries, theaters, overnight
accommodations (including bed-and-breakfasts), and antique/specialty shops.
b. Reaffirm Olean’s role as the cultural and community center of Cattaraugus County
c. Support the development and expansion of local and regional cultural special events in
Olean. Explore event sponsorship potential with educational institutions.
d. Encourage the development of entertainment uses in the downtown area, such as galleries,
museums, and multi-use performing arts facilities (i.e., one that includes 1,200-plus seats);
cafes and restaurants; and lodging facilities.
e. Actively promote the development of a movie theater in downtown Olean.
f.
Evaluate the potential for expanding the existing historic district in the downtown, as well
as adding new districts or individual historic resources, to provide recognition and foster
tourism.
g. Link historic resources in Olean with other historic properties in the region.
h. Encourage attractions and businesses that cater to families
CBD GOAL#4: ENCOURAGE DOWNTOWN RESIDENTIAL DEVELOPMENT
Objectives
a. Encourage upper floor residential development.
b. Work with educational institutions to develop and implement student housing.
c. Encourage and support the adaptive reuse of existing commercial buildings.
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CBD GOAL #5: CREATE AND PROTECT A DISTINCTIVE APPEARANCE OF THE
DOWNTOWN
Objectives
a. Enhance the attractiveness of the downtown area for tourists and residents. Establish a
beautification program to keep downtown Olean clean, clutter-free and attractive.
b. Protect the architectural integrity of downtown Olean, including adaptive re-use of historic
properties to the extent practicable.
c. Establish and fund a comprehensive streetscape/beautification program for the downtown
business district that would provide and maintain street trees, planters, benches, street
lights, sidewalks, special pavers, bicycle racks, and other elements.
d. Promulgate sign and design guidelines to encourage contextual development.
e. Identify and preserve important public view corridors to the Enchanted Mountains from
downtown.
f.
Work to relocate aboveground utility lines fronting North Union and West State Streets to
an inconspicuous location.
CBD GOAL #6: DOWNTOWN INFRASTRUCTURE: ENCOURAGE A “PEDESTRIAN
FRIENDLY” ATMOSPHERE
Objectives
a. Encourage pedestrian paths between residential areas and activity centers, including the
central business district. Encourage pedestrian-friendly development patterns. Maintain,
enhance, and extend sidewalks in the City. Fill in missing sidewalks and extend sidewalks
to destinations such as parks and other recreational facilities, and the downtown area.
b. Develop a sidewalk plan for inclusion in the Capital Improvement Program (CIP) which
will identify priority areas for sidewalk construction and rehabilitation, and create methods
for their construction and financing.
c. Improve the crosswalks in downtown and other commercial areas by providing such
features as pedestrian curb cuts, bump outs, raised crosswalks, pedestrian islands where
appropriate.
CBD GOAL #7: DOWNTOWN INFRASTRUCTURE: ENSURE ADEQUATE AND
ATTRACTIVE PUBLIC PARKING DOWNTOWN
Objectives
a. Determine if adequate and convenient parking is available downtown, where it may be
needed, and ways to develop shared parking.
b. Require parking lots to be positioned behind the buildings in the downtown area.
c. Permit and encourage “shared” parking facilities to accommodate businesses and special
event programming.
d. Provide signage directing drivers to municipal parking areas.
e. Visually enhance municipal parking areas.
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CBD GOAL #8: DEVELOP A MANAGEMENT CAPACITY TO ADDRESS AND RESOLVE
DOWNTOWN ISSUES
Objectives
a. Fund and assign responsibility for downtown marketing and promotion to a specific
individual.
b. Create expedited procedures for approval of projects in critical locations.
c. Consider adopting regulations that would apply to adaptive reuse projects.
d. Encourage property maintenance in the business district by actively working with the
property owners.
e. Provide timely review of development/redevelopment proposals.
f.
Coordinate efforts to improve pedestrian and traffic safety.
CBD GOAL #9: INITIATE A MARKETING AND PROMOTION PROGRAM FOR
DOWNTOWN
Objectives
a. Appoint a tourism taskforce.
b. Develop a visitor information center in the downtown area. Consider providing Cityowned space for a tourist information kiosk, at a minimum in the summer and on
weekends.
c. Promote the development of a combined advertising program for downtown businesses,
including the development of a downtown Olean webpage. Enhance the downtown
marketing and outreach program and establish links with other destinations in the area.
d. Promote tours of the cultural, historical, and other places of interest in Olean.
e. Promote special events downtown and direct event traffic to the business district. Maintain
and enhance City-sponsored programming of cultural activities. Work with local, County
and regional art groups to develop art programs in the downtown.
f.
Promote the City through the development of historic themes. Promote the establishment
of a series of walking tours of historic locations in and proximate to downtown. Encourage
educational programs to promote awareness of local historic and cultural resources.
g. Explore ways of attracting tourists to downtown Olean from nearby attractions (such as
Ellicottville, Salamanca and Allegany State Park) through increased advertising and
promotion, improved signage, special tours, etc.
h. Develop signage to direct visitors to downtown Olean from major transportation corridors.
THE THIRD ELEMENT OF OUR VISION: STABLE, SAFE AND ATTRACTIVE
NEIGHBORHOODS
Distinctive neighborhoods have developed around the city. In each one, the housing stock has
been upgraded and community residents feel safe and secure. Infrastructure is wellmaintained, from roadways and sidewalks, to water and sewer service. Commercial
development is greatly restricted, with an emphasis on services that cater to the needs of
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neighborhood residents. Attention has been paid to establishing buffer zones between the
neighborhoods and the busier commercial centers.
STRATEGIES: FOSTERING COMMUNITIES WITHIN THE COMMUNITY
Housing: Upgrade housing stock; encourage a mix of single and multi-family units within
appropriate zoning districts.
Services: Promote “self-contained” neighborhoods with schools, libraries, parks and recreation
opportunities; limit retail and commercial intrusions; establish buffers from commercial strips.
Assisted Neighborhood Living: A compact, pedestrian friendly city with good health services
will be attractive to retirees. Explore the independent and assisted living options desired by
seniors and develop neighborhood housing, transportation and support options that can be
marketed to seniors as a non-institutional alternative. (More extensive discussion of this
strategy may be found in Section C of this chapter)
NEIGHBORHOODS GOAL #1: PROTECT THE INTEGRITY AND CHARACTER OF
RESIDENTIAL NEIGHBORHOODS
Objectives
a. Protect residential neighborhoods from inappropriate land uses that impair neighborhood
character.
b. Use special permits to promote compatibility among land uses.
c. Require adequate setback and buffer areas for industrial, auto-related and other uses,
particularly when located adjacent to residential districts.
d. Ensure that use groups allowed within districts and in adjoining districts are generally
compatible.
e. Enhance training and awareness of State Environmental Quality Review Act (SEQRA)
procedures for municipal officials to ensure that project review minimizes and mitigates
land use impacts.
NEIGHBORHOODS GOAL #2: PROMOTE QUALITY AND DIVERSE HOUSING FOR ALL
RESIDENTS
Objectives
a. Partner with local housing organizations to identify any areas of substandard housing and
unmet housing needs, and increase as appropriate the availability and quality of housing
for low- and moderate-income senior and handicapped persons, such as congregate care
housing, rent-subsidized housing, accessory housing, assisted living centers, shared
housing, or independent home care facilities.
b. Encourage the development of market rate housing.
c. Work with and encourage property owners, especially those residing out-of-town, to
properly maintain and improve their rental properties.
d. Encourage rehabilitation of existing housing, both single- and multi-family. Pursue state
and federal grants and loan programs to improve areas of substandard housing within the
City and to renovate suitable vacant structures to meet unmet housing needs.
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e. Develop an infill housing program.
f.
Encourage use of federal and state housing programs for the provision of affordable rental
and home ownership units for City residents.
g. Review the design of new housing developments to ensure visual compatibility with the
architectural character of the City.
h. Through the zoning law, encourage where appropriate, privately-built, moderately-priced
housing options for seniors who are downsizing and want to remain in the community,
young families, and other residents.
NEIGHBORHOODS GOAL #3: MAINTAIN AND ENHANCE THE APPEARANCE OF
RESIDENTIAL NEIGHBORHOODS
Objectives
a. Ensure that new commercial development adjacent to residential areas enhances
neighborhood character.
b. Encourage better property maintenance by consistently enforcing building codes.
c. To ensure compatible development patterns, the zoning board of appeals should continue
to critically review all variance requests and approve requests for variances only where true
hardships can be shown.
d. Develop advisory design guidelines for the planning board to use in evaluating infill
development and additions to existing housing in residential neighborhoods.
NEIGHBORHOODS GOAL #4: ENHANCE APPEARANCE OF ROADWAYS
Objectives
a. Roadway improvements entering the City should include street trees, landscaping, and
“gateway” signage where appropriate to enhance the visual characteristics of the roadway.
b. Continue and expand the street tree program.
c. Continue to adequately maintain City roadways.
d. Require new developments, where appropriate, to provide utility services either
underground or to the rear of the development.
e. Work with the appropriate agencies to remove unused utility equipment, such as telephone
poles.
NEIGHBORHOODS GOAL #5: PROVIDE QUALITY PARKS AND RECREATIONAL
FACILITIES AND OPPORTUNITIES THAT MEET THE NEEDS OF ALL RESIDENTS
Objectives
a. Ensure that existing recreational facilities continue to be well-maintained in the future.
Investigate the possibility of establishing endowment funds for the maintenance of
recreational facilities.
b. Facilitate the rehabilitation of Bradner Stadium and evaluate its potential as a regional
athletic and entertainment venue.
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c. Conduct a recreational needs survey to identify specific needs and opportunities for passive
and active recreational facilities.
d. Conduct coordinated recreational planning efforts with the County, Towns of Olean and
Allegany, St. Bonaventure University, City School District, religious and philanthropic
groups, neighborhood organizations, and regional and environmental organizations.
e. Encourage cooperative or reciprocal agreements for the joint use of recreational facilities.
f.
Work with state, county, town and regional agencies on plans to extend trails and enhance
connections to the downtown.
g. Continue to work with the School District to maximize the access of residents to school
recreational facilities outside of school hours.
h. Promote open space preservation in targeted areas throughout the City, including
remaining undeveloped steep slope areas south of the downtown and lands adjacent to the
Allegheny Valley River Trail.
i.
Use easements, trails, and/or sidewalks to connect residential neighborhoods with
recreational facilities, parks, and downtown.
THE FOURTH ELEMENT OF OUR VISION: A SOUND REGIONAL RETAIL
STRATEGY
Mass market retailing has been thoughtfully developed in corridors at the north, east and west
gateways to the city, complementing and emphasizing Olean’s residential character, while
taking advantage of the City’s two interstate exits and existing traffic patterns along Route 417.
Commercial and retail sites within the city have allowed Olean to share in the economic
benefits of the regional retailing center that has developed. Gateway and regional retail
enterprises cater to mass market retailing and complement the central business district’s focus
on pedestrian-friendly specialty retailing.
STRATEGIES: BALANCING MASS MARKET RETAILING AND THE CBD
West End: Deter further westward sprawl development by enhancing retail development sites and
opportunities on West State Street and Constitution Avenue. Develop a gateway concept for the I86 exit to Buffalo Street that blends retail opportunities with the residential character of the City.
Create a workable travel corridor from Buffalo Street to Constitution to Independence to West State
Street, respecting trail development and right-of-way.
East End: Develop retail opportunities for East State Street gateway corridor to exploit traffic
counts and deter overdevelopment of west end.
North End: Develop retail opportunities for Route 16 corridor at I-86 exit to complement health
services focus and relieve retail development pressure on west end.
RETAIL GOAL #1: CAPTURE A SHARE OF THE MASS MARKET RETAIL DEVELOPMENT
IN THE NORTHWEST AREA OF THE CITY
Objectives
a. Establish Benderson site on West State Street as a priority development parcel.
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b. Study traffic counts and patterns between I-86, Buffalo, Street, Constitution Avenue and
Independence Drive to determine if reworking of road system can improve access to retail
development sites.
c. Review available development parcels in the northwest corner of the City in terms of
zoning and ownership for potential retail site marketing.
d. Review design of West State Street and Route 417 to improve traffic flow and safety.
e. Work with neighboring municipalities on cooperative efforts to manage retail growth in a
constructive manner.
f.
Seek ways to integrate west end retailing with Olean Mall and CBD retailing.
RETAIL GOAL #2: DEVELOP ADDED RETAIL OUTLETS IN THE EAST STATE STREET
GATEWAY
Objectives
a. Review site availability and prioritize retail development sites on East State Street.
b. Determine traffic counts and other pertinent data regarding market size for east end.
c. Develop gateway concept that concentrates retail activity appropriate to traffic and market
and relieves development pressure on west end.
RETAIL GOAL #3: DEVELOP RETAIL AND COMMERCIAL OPPORTUNITIES ALONG
NORTH UNION STREET TO COMPLEMENT HEALTH CARE PRESENCE
Objectives
a. Review site availability from I-86 interchange into CBD and prioritize retail and
commercial development sites along North Union Street.
b. Meet with hospital officials and community health care providers to determine retail and
commercial needs in the northern gateway and review and/or revise zoning as appropriate.
c. Develop gateway concept that complements health care focus of the corridor and market
sites to developers based upon medical and health-related retail and commercial uses.
THE FIFTH ELEMENT OF OUR VISION: ENVIRONMENTAL STEWARDSHIP
AND LINKS TO NATURAL ATTRACTIONS
Olean has successfully balanced environmental preservation with access to the region’s natural
beauty. Much of Olean’s character derives from its location amid rivers and hills, and it is a
city priority to maintain its clean and healthy surroundings. At the same time, citizen access to
natural assets is enhanced by an extensive trail network that extends throughout the region and
links the city with Allegany State Park. This trail network, coupled with the city’s extensive
park system and waterfront property, has enhanced Olean’s appeal as a destination for tourists
seeking urban amenities close to a natural environment.
STRATEGIES: ACCESSIBLE BEAUTY
Environmental Preservation: Maintain, expand and develop clean and healthy surroundings;
pay careful attention to waterways and maintaining vistas.
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Natural Assets Linkage: Balance preservation of the environment with accessibility; promote
access to waterways, Allegany State Park, and trail networks; market natural assets for tourism.
ENVIRONMENTAL GOAL #1: PRESERVE AND MAINTAIN THE QUALITY OF THE CITY’S
ENVIRONMENTAL FEATURES
Objectives
a. Encourage the protection of important natural resources, especially along the Allegheny
River, Olean Creek, and other streams running through the City.
b. Encourage the preservation of greenbelt corridors which support wildlife throughout the
City, especially along the stream and trail corridors.
c. Encourage and, where appropriate, require dedication of parkland and/or open space in
new developments.
d. Increase public knowledge of water resource characteristics, problems and management
alternatives.
e. Review the City code to determine the need for regulations to protect water quality and to
ensure that adequate protection and enforcement is provided for other sensitive natural
resources including wetlands and trees.
f.
Initiate and support efforts to familiarize local officials and the general public with wetland
protection measures and programs associated with the NYSDEC-regulated wetlands.
Work with the NYSDEC and local environmental groups to identify wildlife species within
the City.
g. Encourage local officials and the general public to become trained in and utilize the
procedures outlined in the New York State Environmental Quality Review Act (SEQRA)
in order to evaluate and address the impacts of activities on the environment.
h. Control and protect the City’s natural resources from adverse environmental impacts
resulting from development activities through proper zoning, environmental regulations,
thorough SEQRA review, and requiring best management practices.
i.
Maintain and enhance storm and sanitary sewer infrastructure.
ENVIRONMENTAL GOAL #2: CONTINUE TO SUPPORT ALLEGHENY RIVER VALLEY
TRAIL IMPROVEMENTS
Objectives
a. Support improvements to the trail system. Consider ways to preserve the trail system and
maintain the beauty of adjacent lands.
b. Consider the permanent protection of additional lands adjacent to the existing trail.
c. Provide operating and security support as needed.
d. Work in cooperation with local trail organizations, land trusts, and environmental groups.
THE SIXTH ELEMENT OF OUR VISION: GOOD GOVERNANCE
The City is committed to sound stewardship, accountability and fiscal responsibility. There is
a commitment to good customer service, delivered through a modern and efficient
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infrastructure. Effective partnerships have been developed with critical groups – business
community, educational institutions, medical/health care community, and the Seneca Nation.
The City of Olean has reached out to neighboring municipalities and has implemented
cooperative efforts that are in the best interests of the region and the people of Olean.
STRATEGIES: EFFECTIVENESS AND EFFICIENCY
Public Services: Provide basic municipal services with a high level of customer service,
accountability and transparency. Maintain a commitment to open government.
Transportation: Improve circulation and accessibility for cars, pedestrians and bicyclists; apply
sound parking principles; resolve long term viability of airport.
Infrastructure: Maintain municipal infrastructure in a state of good repair.
Public Participation: Sponsor forums on all aspects of community life and pursuit of the
vision.
Regional Partnerships: Develop mutually beneficial relationships with the Seneca Nation of
Indians and adjacent communities.
GOVERNANCE GOAL #1: PROVIDE ADEQUATE MUNICIPAL SERVICES AND
FACILITIES THAT MEET THE NEEDS OF ALL RESIDENTS IN AN EFFICIENT AND
COST-EFFECTIVE MANNER
Objectives
a. Evaluate the need for a new or expanded municipal complex and court facilities.
b. Encourage the joint use of community facilities, including school, park, recreation, and
public safety systems, to promote efficiency in use, avoiding duplication and overbuilding
of services.
c. Coordinate, consolidate and centralize public facilities, services and functions where
appropriate.
d. Actively promote the location of new public buildings and facilities in the heart of the City
to strengthen community identity and responsiveness.
e. Ensure that adequate space is available for all necessary municipal facilities.
f.
During site plan, subdivisions, and SEQRA review, ensure that adequate municipal
services will be available to service proposed new developments and require mitigation.
g. Take advantage of federal, state, and county funding and shared staffing available to offset
City costs for municipal services.
GOVERNANCE GOAL #2: MAINTAIN AND ENHANCE THE EXISTING ROADWAY
NETWORK AND IMPROVE TRAFFIC FLOWS AND SAFETY FOR MOTORIZED
VEHICLES, BICYLES AND PEDESTRIANS
Objectives
a. Prohibit multiple entrances and exits, curb cuts, and open parking lots/circulation areas
along the frontage in commercial areas, especially in downtown.
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b. Identify and develop specific strategies to address safety problems at any intersections or
sections of roadway with high accident rates.
c. Continue to maintain and upgrade an up-to-date roadway improvement plan through a CIP
which identifies and prioritizes streets needing repair and/or replacement.
d. Continue to support new transit programs, including a transportation program for senior
citizens and the disabled. Investigate partnerships and funding opportunities to improve
mobility for all residents.
e. Encourage additional transit service to downtown Olean, especially to and from St.
Bonaventure University.
f.
Enhance the bicycle infrastructure in the City by implementing bike lanes and other bike
friendly road treatments, incorporating bike signage, and providing bike racks in
appropriate locations, especially in downtown.
GOVERNANCE GOAL #3: MAINTAIN AN EFFECTIVE, EFFICIENT, AND UP-TO-DATE
PLANNING AND LAND USE DEVELOPMENT PROCESS
Objectives
a. Establish standard procedures for the submission and review of site plan applications.
b. Review and revise as needed zoning, site plan, subdivision, design and construction
standards for development of land, and other land use regulations on a regular basis.
c. Continue a high level of enforcement of environmental, building code, and other regulatory
compliance.
d. Conduct a review of the Comprehensive Plan on a regular basis.
e. Enhance regular communication between the Planning Board, Zoning Board of Appeals,
City Council, and various City departments.
GOVERNANCE GOAL #4: PROMOTE COST-EFFECTIVE MUNICIPAL UTILITIES AND
SERVICES
Objectives
a. Maintain a CIP to identify, prioritize, and schedule necessary capital improvements and
ensure an adequate amount of the City budget reserved for capital improvements.
b. Explore ways to coordinate municipal utilities with neighboring communities.
c. Properly maintain and upgrade the water, sewer, and storm water systems serving the City
and include maintenance costs in the CIP.
d. During site plan and SEQRA review, ensure that adequate infrastructure will be available
to service proposed new developments and require mitigation, if any.
e. Require, as condition of approval, utilities to remove obsolete or unused equipment within
a specified period.
f.
Evaluate the feasibility of a municipally-owned electrical and/or other utility system(s).
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C. GOALS AND OBJECTIVES – LONG TERM (10 YEARS)
The elements of the vision discussed in this section have a longer development horizon. They
represent new initiatives for the City and will require significant discussions with potential
public and private partners regarding appropriate goals and objectives, as well as identifying
new resources.
OUR VISION: EXPLORING AND DEVELOPING NEW IDENTITIES AND
CAPACITIES FOR OLEAN
Developing as a Regional Medical and Health Services Center
The Olean Medical Center is a major health care asset for the entire region. The City and
health care providers have teamed up to develop inviting medical and health care campuses,
with adequate parking and shuttle bus access. The city’s role as a regional medical provider
attracts many out of town patients and visitors and the hospitality sector benefits from their
presence.
Health Services Growth Strategy: Establish closer ties with the medical and health services
community to identify growth trends and parameters. Appropriate zoning, development
support for medical campuses and transportation will solidify the city as a regional health
center.
Health Services Marketing Strategy: The regional health center concept can attract businesses,
augment the attractiveness of colleges and universities to prospective students, and create a
supportive environment for retirees and other seniors. Marketing this attribute will generate
returns.
Education Community Linkage Strategy: Use faculty expertise to develop regional services
models. Develop human resources needed to support a stronger medical and health services
community.
Catering to Retirees and Senior Citizens
Olean has become a center for retirees, living independently as well as in assisted living
developments. The combination of first rate medical services, downtown revitalization and
neighborhood development has offered many seniors living options that they would not find in
large cities or rural areas. The City and the developers of supported living environments have
teamed up to locate housing in the central city, with easier access to shopping, entertainment,
and health care.
Assisted Living Strategy: A compact, pedestrian friendly city with good health services will be
attractive to retirees. Explore the independent and assisted living options desired by seniors
and develop housing, transportation and support options that can be marketed to seniors.
Housing Strategy: Break out of the traditional view of assisted living as an institutional
arrangement and explore a variety of supportive housing arrangements for seniors at varying
levels of independence.
Education Community Linkage Strategy: Tap into the expertise of local educational
institutions, including the SBU gerontology program, to develop new housing and support
options for seniors.
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Becoming a Green City
In the U.S. and around the world, the idea of sustainable development is taking hold and
gaining strength. Increasingly, communities are finding that it makes economic and
environmental sense to address issues from an integrated perspective. Cities now actively and
successfully pursuing sustainable development policies include nearby Pittsburgh and
Cleveland, Detroit, Chattanooga, Seattle, Austin, and San Francisco. Olean may develop
“green city” principles based upon its natural assets, existing industry and institutions,
government structure, population base, and historic and cultural heritage.
The Green City concept is based upon sustainable community principles that include:
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A long-range and community-based planning outlook that reconciles economic growth
with natural resource conservation and recognizes the limits of development when
environmental enhancement is a primary goal
Interdependence of economic, social, and environmental values
Stewardship of the natural environment
Recognizing diversity in the economy, culture, and biological life is a strength
Preserving and valuing cultural and historic heritage as important assets
Equity for all citizens and involving the community in determining their future
Cooperation among surrounding communities
Quality community services and amenities that support diversity
Promoting and Utilizing Historical Assets
Historic preservation has become a substantial force of social, economic and aesthetic benefit
to communities in New York State and across the nation. Many communities have recognized
the importance of preserving the historic character of their communities and have made efforts
to preserve and protect individual structures and the historically or architecturally significant
neighborhoods in which they exist. The historic resources in the City of Olean include the post
office, the library, the armory, and the Oak Hill Park residential neighborhood.
Becoming knowledgeable about its historic and archaeological resources helps a community to
identify and understand the economic, geographic, environmental, social, and cultural forces
that shaped its development. The city’s historic resources−both listed and not yet listed−also
have tremendous potential to assist in the continued revitalization of the City’s downtown. One
of the first steps in this process is to identify any recognized or potential historic resources that
are located within the city.
NEW DIRECTIONS GOAL: EMBARK UPON AN ORGANIZED DISCUSSION AND REVIEW
OF OPPORTUNITIES OFFERED BY UNDERUTILIZED ASSETS
Objectives
a. Convene a forum or roundtable with the medical and health services community to explore
future directions and strategies for expanding Olean’s role as a regional health care
provider.
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b. Develop a partnership with the new gerontology program at St. Bonaventure University to
examine assisted living concepts and study how Olean might become an attractive home
for retirees and seniors.
c. Convene a forum or roundtable with environmental advocates and community leaders
regarding the Green City concept and its potential for contributing to Olean’s growth and
development.
d. Convene a forum or roundtable of community leaders and historians to explore the full
potential of Olean’s history and its historical structures as contributors to community
identity and character, as well as economic development in the area of tourism.
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Part 4: Implementation
•
Chapter 4.1: Implementation Plan
The concluding part of the plan recommends a series of action steps that can move the City of
Olean forward and achieve the goals and objectives agreed upon in Part 3. This part of the
plan consists of a series of tables that (similar to Part 3) are organized by the various elements
of the vision statement. For each portion of the vision, the table includes a restatement of the
strategies, goals and objectives outlined in Part 3. The action steps for each goal are then
broken down by leadership and/or legal actions, existing and proposed programs, and capital
projects.
•
Leadership/Legal Actions: The City’s leadership must take affirmative steps toward
achievement of goals and objectives. Those actions may be as simple as a line item
budget recommendation or as complex as a full reworking of building codes or land
use regulations. The action steps suggested herein are just that – suggestions for
action. The reality of resources and other constraints will, of course, dictate the
ultimate timing and extent of leadership initiatives.
•
Programs: A program is an ongoing, sustained effort that receives regular resource
allocations and is under the direction of a project leader who is charged with achieving
a particular objective. Programs are established when the goals or objectives being
pursued are priority matters that are best addressed over a period of time.
•
Capital Projects: The capital improvement program is the City’s blueprint for
maintaining or adding to its capital plant and/or infrastructure. The CIP will always
address maintaining critical infrastructure in a state of good repair, but other projects
may be necessary if the City is to achieve its vision. Some of these projects may
extend well beyond traditional, basic city services. Examples may include a cityowned industrial park to support economic development or a convention center to
support downtown development and the tourism economy.
The tables in this chapter represent the culmination of the planning process by outlining the
progression from vision to strategy to goals and objectives and, finally, to recommended
implementing actions. The final action plan will certainly vary from this, because the City’s
leadership will constantly refine goals and objectives to reflect a dynamic situation and the
limits on staff and funding resources.
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Chapter 4.1: Implementation Approach
A Vision for Olean 2025: The City of Olean is an important regional center that attractively blends urban amenities, small town character and charm, and a sense of history, with beautiful natural surroundings. The city is a vital and dynamic place that is content and
comfortable with its role as a small city that serves as the commercial, service and cultural center for the surroundings towns and counties. Strong partnerships with educational institutions support a creative, learning community that attracts students, employers, workers
and retirees. A strong focus on and commitment to Olean’s residential character is an essential aspect of the City’s identity.
The First Element of the Vision: A Diverse and Vibrant Economy
The Olean economy is a solid mix of manufacturing firms, commercial and retail services, warehousing and distribution, and technology businesses that are thoughtfully integrated within a community that highly values its residential character. Augmented by
institutional employment in government, education and health care, the economy is well-positioned to respond to economic upturns and to withstand downturns. Key elements of local economic success include:
• An effective retention and expansion partnership between the City and manufacturing companies
•
An aggressive marketing program to attract new business in growing sectors, with a special emphasis on marketing water resources
•
An entrepreneurs programs to foster start-ups, particularly in technology businesses that are globally competitive and add significant economic value
•
A strong partnership between the business community and the regional educational institutions
STRATEGY
RETENTION AND EXPANSION STRATEGY
Formal, regularly scheduled contact with the principals of major local
employers, both locally and out of town. Systematic resolution of all issues
that may be putting local employment at risk. Seek affirmative expansion
decisions from the existing business base.
BUSINESS ATTRACTION STRATEGY
Target industries whose needs are aligned with Olean’s assets - the
transportation network, educational resources, water and manufacturing
experience and skills. Join with existing state (ESDC) and regional (Buffalo
Niagara Enterprise) marketing efforts.
BUSINESS ATTRACTION STRATEGY (CONTINUED)
GOALS AND OBJECTIVES
ECONOMIC GOAL #1: PRESERVE AND STRENGTHEN THE ECONOMY
Objectives
a. Ensure that the needs of existing businesses are met, so that they will be
retained and expand in the City.
b.
Continue to work with City agencies and utility providers to ensure that
adequate infrastructure/municipal services are available to meet
business/industry needs.
c.
Encourage positive economic investment in the community in the form
of new construction, restoration and improvement of existing structures.
d.
Require industry to meet established performance standards. Promptly
address nuisance issues, such as odors.
ECONOMIC GOAL #1: PRESERVE AND STRENGTHEN THE ECONOMY
Objectives
e. Identify specific business/industry types that are globally viable,
sustainable, and are based on the region’s inherent natural, transportation,
population, education and other assets.
f.
Continue working to attract new industries to the City in order to provide
employment opportunities for local residents.
g.
Promote the expansion of the Cattaraugus Empire Zone in the City.
h.
Support rail infrastructure improvements for both industrial and
passenger use.
ECONOMIC GOAL #2: PROMOTE PARTNERSHIPS THAT FOSTER A
GROWING AND DIVERSE ECONOMY
Objective
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LEADERSHIP/LEGAL
ACTIONS
1. Officially designate a lead
economic development official
to maintain working knowledge
of all incentives and coordinate
response to expansion
opportunities.
EXISTING/PROPOSED
PROGRAMS
1. City incentives: Revolving
Loan Fund
2. Establish a schedule for
regular meetings with major
existing businesses, including
travel to out-of-town corporate
headquarters; meeting agendas
to include identification and
resolution of problems and
encouraging expansion by
offering development incentives.
3. State incentives: Empire
Zone, grants and loans, Power
for Jobs, environmental grants
and loans.
3. Follow up and resolve City
and utility service issues.
1. Determine the feasibility of
undertaking a target industry
analysis specific to Olean to
focus business attraction efforts.
2. Pending a targeting study,
work with county, regional and
state officials to develop a target
industry list using existing
marketing programs.
3. Develop marketing materials
that promote Olean’s assets for
target industries.
1. Meet regularly with economic
development officials at all
levels to maintain working
knowledge of available
2. County incentives: Business
Development Corporation,
Industrial Development Agency
4. Federal incentives: Economic
Development Administration
grants; Appalachian Regional
Commission programs,
Community Development Block
Grant.
1. City, County, State and
Federal incentive programs (as
outlined above) would be made
available to induce investment
by new business and industry.
2. Marketing program: An
outreach effort would choose
among advertising, direct mail,
websites, trade shows and other
means to reach the target
industries and communicate
Olean’s ability to meet their
needs.
1. Information on City, County,
State and Federal incentive
programs (as outlined above)
would be continuously updated
CAPITAL PROJECTS
1. Maintain sewer and water
infrastructure in a state of good
repair to meet existing business
and industry needs.
2. Maintain roads and bridges to
insure truck and other vehicular
access.
3. Be prepared to add projects to
the CIP (water and/or sewer
capacity/service; road extensions
or upgrades) in response to
expansion decisions by existing
businesses.
1. Be prepared to add projects to
the CIP (water and/or sewer
capacity/service; road extensions
or upgrades) in response to
investment decisions by business
and industry new to the City.
b. Continue to cooperate and coordinate economic development activities
with area and regional agencies and organizations.
ENTREPRENEURSHIP STRATEGY
ECONOMIC GOAL #2: PROMOTE PARTNERSHIPS THAT FOSTER A
GROWING AND DIVERSE ECONOMY
Strengthen and diversify the economic base by emphasizing business startups in high value added sectors such as technology. Requires entrepreneurial
training. Identify ongoing basic and applied research in companies and
universities and encourage the spin off of that research into new companies.
Objectives
a. Promote more connections between local University/College institutions
and City industries, especially in the areas of human resource development
and collaborative research.
c. Work with educational institutions to promote entrepreneurship training
LAND AND SPACE INVENTORY STRATEGY
Address the need for land and space with a program to maintain an inventory
of shovel-ready development sites, including brownfield sites that are
oriented toward the needs of target industries. Leasable space must be
available that meets the needs of smaller companies and start-ups.
Developing such space “on spec” will require partnerships with developers of
office buildings and parks.
ECONOMIC GOAL #3: PROVIDE APPROPRIATE AND ADEQUATE
LAND FOR INDUSTRY
Objectives
a.
b.
Link educational assets to business and economic development in a structured
and productive manner. Address the human resources needs for the economy
– providing an adequate supply of appropriately trained workers, facilitating
on-the-job training, skill upgrading and retraining.
Ensure that zoning and other land use regulations are written in a way
that promotes and encourages the types of commercial and industrial
development that the City would like to attract and retain.
c.
Examine potential sites for the development of an industrial park or other
economic development activities.
d.
Undertake an aggressive role in enhancing the business climate by
purchasing important property for development where city intervention is
appropriate; pursuing state and federal funding sources to assist business
development; and directing development activities to meet
comprehensive plan goals and objectives.
e.
HUMAN RESOURCES DEVELOPMENT STRATEGY
Allow sufficient opportunity for industrial land uses in designated areas
of the City.
Continue to pursue federal and state funding for the remediation of
Brownfields in the City –including the Felmont, Agway, and IDA
(Homer Street) sites - in order to return these lands to productive
economic uses.
ECONOMIC GOAL #2: PROMOTE PARTNERSHIPS THAT FOSTER A
GROWING AND DIVERSE ECONOMY
Objective
a. Promote more connections between local University/College institutions
and City industries, especially in the areas of human resource
development and collaborative research.
programs, get leads, and provide
updates on Olean.
to provide business and industry
with recent and relevant program
information.
1. Convene entrepreneurship
forum/roundtable to assess and
determine steps that would foster
increased business starts.
1. Maintain up-to-date
information on incentives
available for business start-ups
and entrepreneurs.
2. Meet with educational leaders
to explore availability of training
programs for entrepreneurs.
2. Identify potential sources of
venture capital for new
businesses.
1. Convene economic
development and real estate
professionals to determine how
best to maintain an updated
inventory of available industrial
and commercial building sites
and available lease space in
existing buildings.
1. Brownfield Remediation
(Felmont/Buffalo Street)
2. Analyze available sites and
space and take affirmative steps
to maintain adequate inventory
for economic development.
3. Continue leadership in
remediating brownfield sites and
making them available for
industrial and commercial
development.
4. Insure that the availability of
development sites and space is
communicated through business
attraction marketing programs,
both City-sponsored and State
and regional programs.
1. Maintain strong working
relationship with Workforce
Investment Board to
communicate and respond to
needs of existing business and
industry.
3. On-line inventory of
development sites and leasable
space.
4. Olean Urban Renewal Agency
(URA) to consider development
of “shovel ready” development
site program.
5. URA to consider development
of industrial park if needed to
maintain adequate land
inventory.
1. Workforce Investment Board
(WIB) programs for skills
training, on-the-job training and
other human resources
development.
2. JCC and OBI programs.
2. Convene meetings with
educational leadership to insure
that human resources in Olean
area are adequate in terms of
numbers and skills to meet needs
of existing businesses and target
industries.
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2. Brownfield Opportunity Area
(BOA) Grant – Northwest Olean
3. Olean Schools and BOCES
programs.
1. Developing “shovel ready”
industrial sites may require
capital projects in the area of
sewer, water and road
infrastructure.
2. City may consider purchase of
development sites and/or
existing buildings, including
required infrastructure
investment, if private market
and/or URA can not provide
adequate inventory for economic
development.
The Second Element of the Vision: A Revitalized Central Business District
Downtown has found its “niche” as a complement to large retailers on the outskirts of the city. The CBD is the center of finance, banking and government during the business day. A specialty retail sector has developed that offers goods and services that are distinct
from those available in the large stores. Galleries and craft shops augment the specialty shops to create a distinctive shopping and browsing district. Downtown boasts a wide array of restaurants to serve workers and shoppers during the day, and they are part of an
expanded cultural and nightlife experience in the evening with galleries, theaters, and nightclubs. The diverse offerings of the revitalized downtown attract residents of adjoining neighborhoods, college students, and visitors from outside the city. The city as a whole is
“pedestrian friendly”, but the downtown area in particular is designed to encourage strolling and browsing, due in large measure to carefully conceived design guidelines that preserve and enhance architecture and overall attractiveness.
STRATEGY
INSTITUTIONAL STRATEGY
Retain and support finance, banking, government, and education.
CBD RETAIL STRATEGY
Develop an array of specialty retailing complementary to mass marketers –
specialty shops, galleries, arts and crafts, antiques.
NIGHTLIFE AND CULTURE STRATEGY
Create an evening experience for downtown - nightlife, cultural venues and
events, dining, galleries.
GOALS AND OBJECTIVES
CBD GOAL #1: RETAIN AND SUPPORT AN INSTITUTIONAL PRESENCE
Objectives
a. Keep public facilities downtown. Actively promote the location of new
public buildings and facilities in the heart of the City to strengthen
community identity and responsiveness.
b.
Retain and increase the public uses in downtown Olean, in order to
maximize traffic in the business district.
c.
Provide flexibility in the zoning law for downtown projects in terms of
parking and loading requirements, mixed and commercial use groups
permitted, dimensional criteria, and other regulations.
d.
Promote commercial development that is compatible with the existing
downtown development pattern.
e.
Promote active ground floor uses.
CBD GOAL #2: CONTINUE TO REVITALIZE THE CENTRAL BUSINESS
DISTRICT AS A DISTINCTIVE RETAIL CENTER OF BOTH THE CITY
AND COUNTY
Objectives
a.
Encourage the adaptive reuse of unused or underutilized commercial and
industrial buildings in the downtown area to attract small businesses. In
addition, encourage infill development where vacant land exists along the
street frontage of downtown.
b.
Consider incentive zoning that would provide density or use bonuses for
certain types of development.
c.
Encourage mixed-use structures with ground floor retail along downtown
streets.
d.
Discourage ground floor residential units in the downtown.
e.
Maintain a facade program to enhance and better coordinate the
appearance of the storefronts in downtown Olean.
CBD GOAL #3: INCREASE THE AMOUNT AND TYPES OF CULTURAL
AND NIGHTLIFE ACTIVITIES AVAILABLE TO THE CITY RESIDENTS,
STUDENTS AND TOURISTS.
Objectives
a.
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Promote and accommodate increases in visitors to the City by attracting
appropriate tourism destination facilities, full-service restaurants, cafes,
LEADERSHIP/LEGAL
ACTIONS
1. Officially designate a lead
downtown management official
(see CBD Goal #8 below).
EXISTING/PROPOSED
PROGRAMS
1. Tax credits for re-use and
rehabilitation of historic
structures.
2. Establish a policy of
encouraging the centralizing of
public services and buildings
downtown and communicate that
to all levels of government.
2. Explore applicability of
Section 18-b property tax
incentive for commercial
developments.
3. Meet periodically with major
CBD building owners and
tenants to discuss issues and
seek commitments to stay and
expand downtown.
4. Meet regularly with JCC to
discuss issues and potential
expansion downtown.
1. Prepare and maintain an
updated inventory of available
infill building sites and vacant
storefronts in the CBD.
2. Prepare an inventory of
existing CBD retail businesses
and develop a list of target
specialty retail enterprises (e.g.
wine and cheese shop, Christmas
store, antique and collectible
stores, etc).
3. Apply zoning incentives as
appropriate.
1. Use façade program and other
CDBG incentives, including
revolving loan fund, to facilitate
upgrade of storefronts for
specialty retailing.
2. Use Empire Zone as
appropriate to encourage
specialty retailing in the CBD.
CAPITAL PROJECTS
1. CBD investment decisions by
institutional users may require
capital projects, particularly for
street, sidewalk and parking
improvements. See CBD Goals
#5-7 below.
2. Initiate review of wireless
internet access for CBD and
pursue capital project as
appropriate.
1. CBD investment decisions by
specialty retailers or by building
owners leasing to retailers may
require capital projects,
particularly for street, sidewalk
and parking improvements. See
CBD Goals #5-7 below.
3. Consider 18-b property tax
incentives for commercial
development.
3. Work with building owners to
identify potential entrepreneurs
to establish target specialty retail
or to move existing businesses to
the CBD.
1. Develop an inventory of
existing and desired performance
venues that can attract events
and large numbers of visitors to
downtown. (Stadium, theater,
band shell, etc.)
2. Develop an inventory of
1. Use façade program and other
CDBG incentives, including
revolving loan fund, to facilitate
upgrade of storefronts for
specialty retailing.
2. Use Empire Zone as
appropriate to encourage
1. CBD investment decisions by
theater owners, hospitality
businesses or nightclubs may
require capital projects,
particularly for street, sidewalk
and parking improvements. See
CBD Goals #5-7 below.
galleries, theaters, overnight accommodations (including bed-andbreakfasts), and antique/specialty shops.
b.
Reaffirm Olean’s role as the cultural and community center of
Cattaraugus County
c.
Support the development and expansion of local and regional cultural
special events in Olean. Explore event sponsorship potential with
educational institutions.
d.
Encourage the development of entertainment uses in the downtown area,
such as galleries, museums, and multi-use performing arts facilities (i.e.,
one that includes 1,200-plus seats); cafes and restaurants; and lodging
facilities.
e.
Actively promote the development of a movie theater in downtown
Olean.
f.
Evaluate the potential for expanding the existing historic district in the
downtown, as well as adding new districts or individual historic
resources, to provide recognition and foster tourism.
g.
Link historic resources in Olean with other historic properties in the
region.
h.
Encourage attractions and businesses that cater to families
HOUSING STRATEGY
CBD GOAL#4: ENCOURAGE DOWNTOWN RESIDENTIAL
DEVELOPMENT
Encourage upper floor residential development and occupation. Encourage
student housing development downtown.
Objectives
a. Encourage upper floor residential development.
INFRASTRUCTURE STRATEGY
Create a distinctive “look and feel” through design guidelines, facades,
sidewalks, and lighting – a browsing district that meets the needs of
pedestrians, but also provides adequate parking.
b.
Work with educational institutions to develop and implement student
housing.
c.
Encourage and support the adaptive reuse of existing commercial
buildings.
CBD GOAL #5: CREATE AND PROTECT A DISTINCTIVE APPEARANCE
OF THE DOWNTOWN
Objectives
a.
b.
Protect the architectural integrity of downtown Olean, including adaptive
re-use of historic properties to the extent practicable.
c.
Establish and fund a comprehensive streetscape/beautification program
for the downtown business district that would provide and maintain street
trees, planters, benches, street lights, sidewalks, special pavers, bicycle
racks, and other elements.
d.
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Enhance the attractiveness of the downtown area for tourists and
residents. Establish a beautification program to keep downtown Olean
clean, clutter-free and attractive.
Promulgate sign and design guidelines to encourage contextual
existing and desired conference,
convention and meeting space in
the CBD, where large numbers
of attendees can be brought
together.
specialty retailing in the CBD.
3. Consider 18-b property tax
incentives for commercial
development.
2. Improvements to Bradner
Stadium and physical linkages to
the CBD may enhance
downtown activity.
3. A band shell or stage in a
downtown park may require
capital investment, with a pay
back in downtown activity.
3. Develop a target list of
hospitality industry
improvements (hotel rooms, bed
and breakfasts, restaurants,
nightclubs).
4. Develop a strong partnership
with the Cattaraugus County
Council on the Arts to identify
cultural opportunities for
downtown Olean and to promote
events and attractions.
5. Initiate a marketing effort to
identify potential developers or
operators of needed businesses
and venues and discuss
investment sites and incentives.
1. Meet with leaders of
educational institutions
regarding student housing
options in the CBD and follow
up as appropriate.
2. Review building code
provisions in detail to determine
what changes may reasonably be
made to encourage added upper
floor residential development.
3. Review parking provisions to
encourage residential
development.
1. Initiate a comprehensive CBD
streetscape and beautification
program.
2. Inspect all sidewalks and
crosswalks in CBD, determine
extensions that will connect
CBD to neighborhoods, and
develop a capital project for
inclusion in the CIP.
3. Develop and promulgate
design guidelines for CBD.
4. Create a CBD parking task
force to prepare an inventory of
available spaces and make
1. CDBG housing and rental
incentive programs would apply
to CBD upper level housing.
2. Historic re-use tax credits may
be applicable in certain
buildings.
1. CBD streetscape and
beautification program
(proposed)
2. Façade Improvement Program
3. Municipal parking operations
1. CBD enhancements may
require City investment,
particularly for:
- Parking Lots
- Curbs/Sidewalks
- Bicycle paths
development.
e.
Identify and preserve important public view corridors to the Enchanted
Mountains from downtown.
f.
Work to relocate aboveground utility lines fronting North Union and
West State Streets to an inconspicuous location.
recommendations for adding
spaces as needed.
CBD GOAL #6: DOWNTOWN INFRASTRUCTURE: ENCOURAGE A
“PEDESTRIAN FRIENDLY” ATMOSPHERE
Objectives
a.
Encourage pedestrian paths between residential areas and activity
centers, including the central business district. Encourage pedestrianfriendly development patterns. Maintain, enhance, and extend sidewalks
in the City. Fill in missing sidewalks and extend sidewalks to
destinations such as parks and other recreational facilities, and the
downtown area.
b.
Develop a sidewalk plan for inclusion in the Capital Improvement
Program (CIP) which will identify priority areas for sidewalk
construction and rehabilitation, and create methods for their construction
and financing.
c.
Improve the crosswalks in downtown and other commercial areas by
providing such features as pedestrian curb cuts, bump outs, raised
crosswalks, pedestrian islands where appropriate.
CBD GOAL #7: DOWNTOWN INFRASTRUCTURE: ENSURE ADEQUATE
AND ATTRACTIVE PUBLIC PARKING DOWNTOWN
Objectives
MANAGEMENT AND PROMOTION STRATEGY
Take stronger control of downtown through dedicated assigned management
staff and a comprehensive promotional program.
a.
Determine if adequate and convenient parking is available downtown,
where it may be needed, and ways to develop shared parking.
b.
Require parking lots to be positioned behind the buildings in the
downtown area.
c.
Permit and encourage “shared” parking facilities to accommodate
businesses and special event programming.
d.
Provide signage directing drivers to municipal parking areas.
e.
Visually enhance municipal parking areas.
CBD GOAL #8: DEVELOP A MANAGEMENT CAPACITY TO ADDRESS
AND RESOLVE DOWNTOWN ISSUES
Objectives
a. Fund and assign responsibility for downtown marketing and promotion
to a specific individual.
b.
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Create expedited procedures for approval of projects in critical locations.
1. Explore staff and resource
options for creating an office of
CBD marketing and promotion
management. Possible
approaches include:
- designating an existing office
or official to take on
responsibilities
1. Marketing and Promotion
Program (proposed)
c.
Consider adopting regulations that would apply to adaptive reuse
projects.
d.
Encourage property maintenance in the business district by actively
working with the property owners.
e.
Provide timely review of development/redevelopment proposals.
f.
Coordinate efforts to improve pedestrian and traffic safety.
CBD GOAL #9: INITIATE A MARKETING AND PROMOTION PROGRAM
FOR DOWNTOWN
Objectives
a. Appoint a tourism taskforce.
126
b.
Develop a visitor information center in the downtown area. Consider
providing City-owned space for a tourist information kiosk, at a
minimum in the summer and on weekends.
c.
Promote the development of a combined advertising program for
downtown businesses, including the development of a downtown Olean
webpage. Enhance the downtown marketing and outreach program and
establish links with other destinations in the area.
d.
Promote tours of the cultural, historical, and other places of interest in
Olean.
e.
Promote special events downtown and direct event traffic to the CBD.
Maintain and enhance City-sponsored programming of cultural activities.
Work with local, County and regional art groups to develop art programs
in the downtown.
f.
Promote the City through the development of historic themes. Promote
the establishment of a series of walking tours of historic locations in and
proximate to downtown. Encourage educational programs to promote
awareness of local historic and cultural resources.
g.
Explore ways of attracting tourists to downtown Olean from nearby
attractions (such as Ellicottville, Salamanca and Allegany State Park)
through increased advertising and promotion, improved signage, special
tours, etc.
h.
Develop signage to direct visitors to downtown Olean from major
transportation corridors.
- cost sharing with business
groups
- creating not-for-profit
marketing corporation funded
through sponsored revenues,
grants and event revenues.
2. Develop a work program for
the CBD manager based upon
goals and objectives pertaining
to enhanced appearance, retail
and cultural development, event
sponsorship, and marketing and
promotion.
3. Meet with the Cattaraugus
County Council on the Arts to
explore joint marketing and
promotion of co-sponsored
events in the CBD.
The Third Element of the Vision: Stable, Safe and Attractive Neighborhoods
Distinctive neighborhoods have developed around the city. In each one, the housing stock has been upgraded and community residents feel safe and secure. Infrastructure is well-maintained, from roadways and sidewalks, to water and sewer service. Commercial
development is greatly restricted, with an emphasis on services that cater to the needs of neighborhood residents. Attention has been paid to establishing buffer zones between the neighborhoods and the busier commercial centers.
STRATEGY
SERVICE STRATEGY
Develop “self-contained” neighborhoods with good schools, libraries, parks
and recreation opportunities, and limited retail and commercial intrusions.
Establish and enforce buffers from commercial strips and districts.
GOALS AND OBJECTIVES
NEIGHBORHOODS GOAL #1: PROTECT THE INTEGRITY AND
CHARACTER OF RESIDENTIAL NEIGHBORHOODS
Objectives
a.
Protect residential neighborhoods from inappropriate land uses that
impair neighborhood character.
b.
Use special permits to promote compatibility among land uses.
c.
Require adequate setback and buffer areas for industrial, auto-related and
other uses, particularly when located adjacent to residential districts.
d.
Ensure that use groups allowed within districts and in adjoining districts
are generally compatible.
e.
Enhance training and awareness of State Environmental Quality Review
Act (SEQRA) procedures for municipal officials to ensure that project
review minimizes and mitigates land use impacts.
NEIGHBORHOODS GOAL #4: ENHANCE APPEARANCE OF
ROADWAYS
Objectives
a.
Roadway improvements entering the City should include street trees,
landscaping, and “gateway” signage where appropriate to enhance the
visual characteristics of the roadway.
b.
Continue and expand the street tree program.
c.
Continue to adequately maintain City roadways.
d.
Require new developments, where appropriate, to provide utility services
either underground or to the rear of the development.
e.
Work with the appropriate agencies to remove unused utility equipment,
such as telephone poles.
NEIGHBORHOODS GOAL #5: PROVIDE QUALITY PARKS AND
RECREATIONAL FACILITIES AND OPPORTUNITIES THAT MEET THE
NEEDS OF ALL RESIDENTS
Objectives
127
a.
Ensure that existing recreational facilities continue to be well-maintained
in the future. Investigate the possibility of establishing endowment funds
for the maintenance of recreational facilities.
b.
Facilitate the rehabilitation of Bradner Stadium and evaluate its potential
as a regional athletic and entertainment venue.
LEADERSHIP/LEGAL
ACTIONS
1. Initiate update of land use and
zoning regulations as outlined in
Chapter 2.1 with a priority
objective of maintaining the
integrity of neighborhoods and
limiting commercial
encroachments.
2. As part of the capital budget
process, assess the adequacy of
community facilities and
services in each neighborhood
and recommend capital projects
as needed to address
inadequacies identified.
3. Require that CIP road and
bridge projects be redefined to
include tree plantings, pedestrian
and bike accommodations.
4. Review code enforcement
approach to include a balance
between proactive scheduled
inspections and complaint
resolution.
EXISTING/PROPOSED
PROGRAMS
1. Stricter land use controls and
enforcement.
2. Broader code enforcement
program.
CAPITAL PROJECTS
1. CIP projects to be considered
include:
- Park Improvements
- Curbs/Sidewalks
- Road Improvements
- Water and sewer upgrades and
extensions in residential areas
c.
Conduct a recreational needs survey to identify specific needs and
opportunities for passive and active recreational facilities.
d.
Conduct coordinated recreational planning efforts with the County,
Towns of Olean and Allegany, St. Bonaventure University, City School
District, religious and philanthropic groups, neighborhood organizations,
and regional and environmental organizations.
e.
Encourage cooperative or reciprocal agreements for the joint use of
recreational facilities.
f.
Work with state, county, town and regional agencies on plans to extend
trails and enhance connections to the downtown.
g.
Continue to work with the School District to maximize the access of
residents to school recreational facilities outside of school hours.
h.
Promote open space preservation in targeted areas throughout the City,
including remaining undeveloped steep slope areas south of the
downtown and lands adjacent to the Allegheny Valley River Trail.
i.
Use easements, trails, and/or sidewalks to connect residential
neighborhoods with recreational facilities, parks, and downtown.
HOUSING STRATEGY
NEIGHBORHOODS GOAL #2: PROMOTE QUALITY AND DIVERSE
HOUSING FOR ALL RESIDENTS
Upgrade housing stock and provide appropriate mix of single and multifamily units as appropriate.
Objectives
a.
Partner with local housing organizations to identify any areas of
substandard housing and unmet housing needs, and increase as
appropriate the availability and quality of housing for low- and moderateincome senior and handicapped persons, such as congregate care
housing, rent-subsidized housing, accessory housing, assisted living
centers, shared housing, or independent home care facilities.
b.
Encourage the development of market rate housing.
c.
Work with and encourage property owners, especially those residing outof-town, to properly maintain and improve their rental properties.
d.
Encourage rehabilitation of existing housing. Pursue state and federal
grants and loan programs to improve areas of substandard housing within
the City and to renovate suitable vacant structures to meet unmet housing
needs.
e.
Develop an infill housing program.
f.
Encourage use of federal and state housing programs for the provision of
affordable rental and home ownership units for City residents.
g.
Review the design of new housing developments to ensure visual
compatibility with the architectural character of the City.
h.
Through the zoning law, encourage where appropriate, privately-built,
moderately-priced housing options for seniors who are downsizing and
want to remain in the community, young families, and other residents.
NEIGHBORHOODS GOAL #3: MAINTAIN AND ENHANCE THE
APPEARANCE OF RESIDENTIAL NEIGHBORHOODS
128
1. Meet regularly with RRC to
maintain a prioritized list of
target housing development and
rehabilitation projects and
programs.
2. Use the building code as the
primary tool for maintaining and
upgrading housing stock in all
neighborhoods; consider
adopting a scheduled inspection
program.
3. Communicate with rental
property owners to encourage
upgrades of existing facilities
including key code compliance
issues.
4. Convene a roundtable or
forum to determine the best
means of addressing housing
needs of retirees, senior citizens
and persons with special needs.
1. Aggressively work with RRC
and Community Development to
increase federal and state funded
housing rehabilitation and rental
property programs; increase the
number of units annually
addressed by support programs.
2. Revamp the building code
enforcement function to include
more inspections in priority
areas.
Objectives
129
a.
Ensure that new commercial development adjacent to residential areas
enhances neighborhood character.
b.
Encourage better property maintenance by consistently enforcing
building codes.
c.
To ensure compatible development patterns, the zoning board of appeals
should continue to critically review all variance requests and approve
requests for variances only where true hardships can be shown.
d.
Develop advisory design guidelines for the planning board to use in
evaluating infill development and additions to existing housing in
residential neighborhoods.
The Fourth Element of the Vision: A Sound Regional Retail Strategy
Mass market retailing has been thoughtfully developed in corridors at the north, east and west gateways to the city, complementing and emphasizing Olean’s residential character, while taking advantage of the City’s two interstate exits and existing traffic patterns along
Route 417. Commercial and retail sites within the city have allowed Olean to share in the economic benefits of the regional retailing center that has developed. Gateway and regional retail enterprises cater to mass market retailing and complement the central business
district’s focus on pedestrian-friendly specialty retailing.
STRATEGY
WEST END RETAIL MANAGEMENT STRATEGY
Deter further westward sprawl development by enhancing retail development
sites and opportunities on West State Street and Constitution Avenue.
Develop a gateway concept for the I-86 exit to Buffalo Street that blends
retail opportunities with the residential character of the City. Create a
workable travel corridor from Buffalo Street to Constitution to Independence
to West State Street, respecting trail development and right-of-way.
GOALS AND OBJECTIVES
RETAIL GOAL #1: CAPTURE A SHARE OF THE MASS MARKET RETAIL
DEVELOPMENT IN THE NORTHWEST AREA OF THE CITY
Objectives
a.
Establish Benderson site on West State Street as a priority development
parcel.
b.
Study traffic counts and patterns between I-86, Buffalo, Street,
Constitution Avenue and Independence Drive to determine if reworking
of road system can improve access to retail development sites.
c.
Review available development parcels in the northwest corner of the City
in terms of zoning and ownership for potential retail site marketing.
d.
Review design of West State Street and Route 417 to improve traffic
flow and safety.
e.
Work with neighboring municipalities on cooperative efforts to manage
retail growth in a constructive manner.
f.
Seek ways to integrate west end retailing with Olean Mall and CBD
retailing.
LEADERSHIP/LEGAL
ACTIONS
1. Meet with owners of
Benderson site and determine if
City assistance can help
accelerate site development for
mass market retail needs.
2. Explore design guidelines that
can distinguish Olean-based
mass market retailing
developments from sprawl
characteristics outside the City.
EXISTING/PROPOSED
PROGRAMS
1. Consider using existing
development incentives to the
extent possible to capture a share
of mass market retailing.
2. Review land use and zoning to
determine if changes are needed
to permit commercial and retail
development.
3. Establish task force of City,
County and State DOT officials
to thoroughly examine the
transportation corridor between
I-86 interchange and West State
Street retailing center to
determine feasibility of
establishing a mass market retail
corridor within the City.
Explore possibilities of
“greenway” retail corridors.
4. Review available
development sites in northwest
and western corridors to
determine utility for mass
market retailing and decide how
best to approach marketing the
area.
5. Convene a meeting with
adjacent municipalities to
discuss the impacts of continued
westward development.
EAST END CORRIDOR MANAGEMENT STRATEGY
RETAIL GOAL #2: DEVELOP ADDED RETAIL OUTLETS IN THE EAST
STATE STREET GATEWAY
Develop retail and commercial strategies for East State Street gateway
corridor to exploit traffic counts and deter overdevelopment of west end.
Objectives
a.
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Review site availability and prioritize retail development sites on East
6. Review potential cross
marketing approaches with CBD
merchants and proposed CBD
marketing and promotions
manager.
1. Request inventory of vacant
and underutilized retail and
commercial development sites
on East State Street.
2. Develop gateway strategy
appropriate to traffic pattern,
1. Consider using existing
development incentives to the
extent possible to establish east
end as an alternative to
continued sprawl development
west of the City limits.
CAPITAL PROJECTS
1. Designating the northwest
corridor for mass market retail
development may require capital
investment in streets and roads.
State Street.
NORTH END CORRIDOR MANAGEMENT STRATEGY
Develop retail and commercial strategy for Route 16 corridor at I-86 exit to
complement health services focus of hospital and relieve retail development
pressure on west end.
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b.
Determine traffic counts and other pertinent data regarding market size
for east end.
c.
Develop gateway concept that concentrates retail activity appropriate to
traffic and market and relieves development pressure on west end.
RETAIL GOAL #3: DEVELOP RETAIL AND COMMERCIAL
OPPORTUNITIES ALONG NORTH UNION STREET TO COMPLEMENT
HEALTH CARE PRESENCE
Objectives
a. Review site availability from I-86 interchange into CBD and prioritize
retail and commercial development sites along North Union Street.
b.
Meet with hospital officials and community health care providers to
determine retail and commercial needs in the northern gateway and
review and/or revise zoning as appropriate.
c.
Develop gateway concept that complements health care focus of the
corridor and market sites to developers based upon medical and healthrelated retail and commercial uses.
character of the area, and size
and zoning of available sites and
buildings.
1. Meet with medical and health
services providers to determine
plans for northern gateway,
particularly between I-86
interchange and the medical
center.
2. Request inventory of vacant
and underutilized retail and
commercial development sites
on North Union Street.
2. Develop gateway strategy
appropriate to traffic pattern,
character of the area, and size
and zoning of available sites and
buildings.
1. Consider using existing
development incentives to the
extent possible to establish east
end as an alternative to
continued sprawl development
west of the City limits.
The Fifth Element of the Vision: Environmental Stewardship and Links to Natural Attractions
Olean has successfully balanced environmental preservation with access to the region’s natural beauty. Much of Olean’s character derives from its location amid rivers and hills, and it is a city priority to maintain its clean and healthy surroundings. At the same time,
citizen access to natural assets is enhanced by an extensive trail network that extends throughout the region and links the city with Allegany State Park. This trail network, coupled with the city’s extensive park system and waterfront property, has enhanced Olean’s
appeal as a destination for tourists seeking urban amenities close to a natural environment.
STRATEGY
ENVIRONMENTAL PRESERVATION STRATEGY
Maintaining, expanding and developing clean and healthy surroundings
through sound stewardship. Pay careful attention to waterways and
maintaining vistas into the surrounding hills.
NATURAL ASSETS LINKAGE STRATEGY
Balance preservation of the environment with accessibility. Access to the
waterways through river walks and trails, access to Allegany State Park by
motorized and non-motorized trails, access to the Cattaraugus County and
neighboring county trail networks are important tourism and quality of life
initiatives. Marketing these assets is also a necessary element.
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GOALS AND OBJECTIVES
ENVIRONMENTAL GOAL #1: PRESERVE AND MAINTAIN THE
QUALITY OF THE CITY’S ENVIRONMENTAL FEATURES
Objectives
a.
Encourage the protection of important natural resources, especially along
the Allegheny River, Olean Creek, and other streams running through the
City.
b.
Encourage the preservation of greenbelt corridors which support wildlife
throughout the City, especially along the stream and trail corridors.
c.
Encourage and, where appropriate, require dedication of parkland and/or
open space in new developments.
d.
Increase public knowledge of water resource characteristics, problems
and management alternatives.
e.
Review the City code to determine the need for regulations to protect
water quality and to ensure that adequate protection and enforcement is
provided for other sensitive natural resources including wetlands and
trees.
f.
Initiate and support efforts to familiarize local officials and the general
public with wetland protection measures and programs associated with
the NYSDEC-regulated wetlands. Work with the NYSDEC and local
environmental groups to identify wildlife species within the City.
g.
Encourage local officials and the general public to become trained in and
utilize the procedures outlined in the New York State Environmental
Quality Review Act (SEQRA) in order to evaluate and address the
impacts of activities on the environment.
h.
Control and protect the City’s natural resources from adverse
environmental impacts resulting from development activities through
proper zoning, environmental regulations, thorough SEQRA review, and
requiring best management practices.
i.
Maintain and enhance storm and sanitary sewer infrastructure.
ENVIRONMENTAL GOAL #2: CONTINUE TO SUPPORT ALLEGHENY
RIVER VALLEY TRAIL IMPROVEMENTS
Objectives
a.
b.
Support improvements to the trail system. Consider ways to preserve the
trail system and maintain the beauty of adjacent lands.
Consider the permanent protection of additional lands adjacent to the
LEADERSHIP/LEGAL
ACTIONS
1. Appoint an environmental
advisory board or task force to
advise the City leadership on all
environmental and natural asset
issues.
EXISTING/PROPOSED
PROGRAMS
CAPITAL PROJECTS
1. Make capital investments as
necessary to protect the integrity
of the City water and sewer
systems, particularly as they
pertain to meeting or exceeding
all environmental standards.
2. Meet regularly with officials
of the EPA, Corps of Engineers,
DEC and County Planning to
exchange information and
determine issues of concern to
Olean.
3. Direct the appropriate public
officials to make preservation of
water supplies and proper
sewage treatment practices a
priority.
1. Meet with appropriate county
and state officials to get briefed
on all aspects of trail planning
and development in areas
proximate to the City.
2. Develop a proposal that would
connect Olean’s existing trail
1. Assign trail responsibilities
both within and outside the City
limits to an appropriate
department head.
1. Discussions regarding trail
development may give rise to
capital projects to extend
existing City trails and connect
them with the regional system.
existing trail.
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c.
Provide operating and security support as needed.
d.
Work in cooperation with local trail organizations, land trusts, and
environmental groups.
network with regional trails
extending toward Allegany State
Park, Franklinville, and
Letchworth State Park.
The Sixth Element of the Vision: Good Governance
The City is committed to sound stewardship, accountability and fiscal responsibility. There is a commitment to good customer service, delivered through a modern and efficient infrastructure. Effective partnerships have been developed with critical groups – business
community, educational institutions, medical/health care community, and the Seneca Nation. The City of Olean has reached out to neighboring municipalities and has implemented cooperative efforts that are in the best interests of the region and the people of Olean.
STRATEGY
PUBLIC SERVICES STRATEGY
Provide basic municipal services with a high level of customer service,
accountability and transparency. Maintain a commitment to open
government.
GOALS AND OBJECTIVES
GOVERNANCE GOAL #1: PROVIDE ADEQUATE MUNICIPAL
SERVICES AND FACILITIES THAT MEET THE NEEDS OF ALL
RESIDENTS IN AN EFFICIENT AND COST-EFFECTIVE MANNER
Objectives
a.
Evaluate the need for a new or expanded municipal complex and court
facilities.
b.
Encourage the joint use of community facilities, including school, park,
recreation, and public safety systems, to promote efficiency in use,
avoiding duplication and overbuilding of services.
c.
Coordinate, consolidate and centralize public facilities, services and
functions where appropriate.
d.
Actively promote the location of new public buildings and facilities in
the heart of the City to strengthen community identity and
responsiveness.
e.
Ensure that adequate space is available for all necessary municipal
facilities.
f.
During site plan, subdivisions, and SEQRA review, ensure that adequate
municipal services will be available to service proposed new
developments and require mitigation.
g.
Take advantage of federal, state, and county funding and shared staffing
available to offset City costs for municipal services.
GOVERNANCE GOAL #3: MAINTAIN AN EFFECTIVE, EFFICIENT, AND
UP-TO-DATE PLANNING AND LAND USE DEVELOPMENT PROCESS
LEADERSHIP/LEGAL
ACTIONS
1. Utilize annual operating
budget process to seek most
effective and efficient means of
delivering first rate public
services, including maximizing
federal, state and county funding
and seeking other partners to
support public services.
2. Undertake a review of all
municipal facilities to first insure
that they are in a state of good
repair and then to determine if
they are used to the maximum
advantage for all city residents
and services.
EXISTING/PROPOSED
PROGRAMS
1. Revamp land use enforcement
program to achieve the goals of
the plan and move toward the
key elements of the vision.
2. Revamp code enforcement
function to increase the number
of proactive scheduled
inspections, particularly in the
CBD and priority neighborhood
development areas.
CAPITAL PROJECTS
1. Add projects to the CIP that
will maintain municipal facilities
in a state of good repair.
- City Hall Improvements (A)
- Park Improvements (A)
2. Maintain a municipal vehicle
fleet that provides the most
efficient and effective public
services:
- Pumper Truck
- Ladder Truck
- Vehicle Replacements
3. Consider new capital projects
that will retrofit municipal
buildings for the delivery of
multiple public services.
3. Adopt policies that require
public buildings and facilities to
be located in the CBD.
4. Convene a joint meeting of
the Planning Board, Zoning
Board of Appeals and
appropriate city staff to discuss
plan implementation and to
review in particular
recommended changes in land
use and enhanced code
enforcement.
Objectives
TRANSPORTATION STRATEGY
Develop ways to improve circulation and accessibility for motorized vehicles
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a.
Establish standard procedures for the submission and review of site plan
applications.
b.
Review and revise as needed zoning, site plan, subdivision, design and
construction standards for development of land, and other land use
regulations on a regular basis.
c.
Continue a high level of enforcement of environmental, building code,
and other regulatory compliance.
d.
Conduct a review of the Comprehensive Plan on a regular basis.
e.
Enhance regular communication between the Planning Board, Zoning
Board of Appeals, City Council, and various City departments.
GOVERNANCE GOAL #2: MAINTAIN AND ENHANCE THE EXISTING
ROADWAY NETWORK AND IMPROVE TRAFFIC FLOWS AND SAFETY
FOR MOTORIZED VEHICLES, BICYLES AND PEDESTRIANS
5. Initiate zoning and code
changes recommended under
CBD, neighborhood, and
retailing goals to enhance CBD
activity, develop better
neighborhood identities and
services, and establish a larger
retail corridor in the northwest
area of the City.
1. Establish a transportation
advisory committee or task force
to continuously review all modes
of transportation in the City and
1. Consider establishing a public
transit system under the auspices
of City government.
1. Add projects to the CIP that
will maintain and enhance
transportation infrastructure.
- Airport Improvements
as well as pedestrians and bicyclists. Apply sound on and off street parking
approaches. Develop bikeways and bike paths that link to regional trails.
Develop sidewalks and crosswalks that protect pedestrians and invite
browsing. Develop affirmative strategy for viable air access.
INFRASTRUCTURE STRATEGY
Maintain municipal infrastructure in a state of good repair, including roads,
bridges, sidewalks, lighting, sewer and water systems, drainage system, parks,
municipal buildings, and municipal structures.
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Objectives
a.
Prohibit multiple entrances and exits, curb cuts, and open parking
lots/circulation areas along the frontage in commercial areas, especially
in downtown.
b.
Identify and develop specific strategies to address safety problems at any
intersections or sections of roadway with high accident rates.
c.
Continue to maintain and upgrade an up-to-date roadway improvement
plan through a CIP which identifies and prioritizes streets needing repair
and/or replacement.
d.
Continue to support new transit programs, including a transportation
program for senior citizens and the disabled. Investigate partnerships and
funding opportunities to improve mobility for all residents.
e.
Encourage additional transit service to downtown Olean, especially to
and from St. Bonaventure University.
f.
Enhance the bicycle infrastructure in the City by implementing bike lanes
and other bike friendly road treatments, incorporating bike signage, and
providing bike racks in appropriate locations, especially in downtown.
GOVERNANCE GOAL #4: PROMOTE COST-EFFECTIVE MUNICIPAL
UTILITIES AND SERVICES
Objectives
a.
Maintain a CIP to identify, prioritize, and schedule necessary capital
improvements and ensure an adequate amount of the City budget
reserved for capital improvements.
b.
Explore ways to coordinate municipal utilities with neighboring
communities.
c.
Properly maintain and upgrade the water, sewer, and storm water systems
serving the City and include maintenance costs in the CIP.
d.
During site plan and SEQRA review, ensure that adequate infrastructure
will be available to service proposed new developments and require
mitigation, if any.
e.
Require, as condition of approval, utilities to remove obsolete or unused
equipment within a specified period.
f.
Evaluate the feasibility of a municipally-owned electrical and/or other
utility system(s).
make recommendations
regarding capital projects and
services.
- Parking Lots
- Road Improvements
- Bridge Work
- Curbs/Sidewalks
2. Modify the CIP development
process to require that all road
and bridge projects include
features that meet the needs of
pedestrians, bicyclists, and
public transportation services.
3. Convene a forum with St.
Bonaventure, Olean Public
Transit, and the County to
explore ways in which to expand
public transit in the City and
connecting it to key destinations
in the region.
4. Survey and meet with airport
users to determine the return on
public investment in Olean
Airport.
1. Use the CIP development
process to review and seek
efficiencies in water and sewer
systems.
2. Use input from meetings with
business leaders and marketers
to determine if water and sewer
capacity and infrastructure needs
to be extended.
3. Actively promote the sale of
Olean water to neighboring
municipalities as a means of
enhancing revenue and sharing
in the benefits of development
occurring outside the City limits.
1. Add projects to the CIP that
will maintain and enhance water
and sewer infrastructure.
- Odor Control System
- Catch Basin Work
- Water Reservoir
- East Olean Sewer Project
The Seventh Element of Our Vision: Exploring and Developing New Identities and Capacities for Olean
Developing as a Regional Medical and Health Services Center
The Olean Medical Center is a major health care asset for the entire region. The City and health care providers have teamed up to develop inviting medical and health care campuses, with adequate parking and shuttle bus access. The city’s role as a regional medical
provider attracts many out of town patients and visitors and the hospitality sector benefits from their presence.
•
•
•
Health Services Growth Strategy: Establish closer ties with the medical and health services community to identify growth trends and parameters. Appropriate zoning, development support for medical campuses and transportation will solidify the city as a
regional health center.
Health Services Marketing Strategy: The regional health center concept can attract businesses, augment the attractiveness of colleges and universities to prospective students, and create a supportive environment for retirees and other seniors. Marketing this
attribute will generate returns.
Education Community Linkage Strategy: Use faculty expertise to develop regional services models. Develop human resources needed to support a stronger medical and health services community.
Catering to Retirees and Senior Citizens
Olean has become a center for retirees, living independently as well as in assisted living developments. The combination of first rate medical services, downtown revitalization and neighborhood development has offered many seniors living options that they would not
find in large cities or rural areas. The City and the developers of supported living environments have teamed up to locate housing in the central city, with easier access to shopping, entertainment, and health care.
•
•
•
Assisted Living Strategy: A compact, pedestrian friendly city with good health services will be attractive to retirees. Explore the independent and assisted living options desired by seniors and develop housing, transportation and support options that can be
marketed to seniors.
Housing Strategy: Break out of the traditional view of assisted living as an institutional arrangement and explore a variety of supportive housing arrangements for seniors at varying levels of independence.
Education Community Linkage Strategy: Tap into the expertise of the SBU gerontology program to develop new housing and support options for seniors.
Becoming a Green City
In the U.S. and around the world, the idea of sustainable development is taking hold and gaining strength. Increasingly, communities are finding that it makes economic and environmental sense to address issues from an integrated perspective. Cities now actively and
successfully pursuing sustainable development policies include nearby Pittsburgh and Cleveland, Detroit, Chattanooga, Seattle, Austin, and San Francisco. Olean may develop “green city” principles based upon its natural assets, existing industry and institutions,
government structure, population base, and historic and cultural heritage.
The Green City concept is based upon sustainable community principles that include:
• A long-range and community-based planning outlook that reconciles economic growth with natural resource conservation and recognizes the limits of development when environmental enhancement is a primary goal
• Interdependence of economic, social, and environmental values
• Stewardship of the natural environment
• Recognizing diversity in the economy, culture, and biological life is a strength
• Preserving and valuing cultural and historic heritage as important assets
• Equity for all citizens and involving the community in determining their future
• Cooperation among surrounding communities
• Quality community services and amenities that support diversity
Promoting and Utilizing Historical Assets
Historic preservation has become a substantial force of social, economic and aesthetic benefit to communities in New York State and across the nation. Many communities have recognized the importance of preserving the historic character of their communities and
have made efforts to preserve and protect individual structures and the historically or architecturally significant neighborhoods in which they exist. The historic resources in the City of Olean include the post office, the library, the armory, and the Oak Hill Park
residential neighborhood.
Becoming knowledgeable about its historic and archaeological resources helps a community to identify and understand the economic, geographic, environmental, social, and cultural forces that shaped its development. The city’s historic resources−both listed and not
yet listed−also have tremendous potential to assist in the continued revitalization of the City’s downtown. One of the first steps in this process is to identify any recognized or potential historic resources that are located within the city.
STRATEGY
The elements of the vision discussed in this section have a longer
development horizon. They represent new initiatives for the City and will
require significant discussions with potential public and private partners
regarding appropriate goals and objectives, as well as identifying new
resources.
GOALS AND OBJECTIVES
NEW DIRECTIONS GOAL: EMBARK UPON AN ORGANIZED
DISCUSSION AND REVIEW OF OPPORTUNITIES OFFERED BY
UNDERUTILIZED ASSETS
Objectives
a.
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Convene a forum or roundtable with the medical and health services
community to explore future directions and strategies for expanding
LEADERSHIP/LEGAL
ACTIONS
1. Follow through on convening
roundtable discussions to review
longer term options.
2. Initiate research and data
gathering on initiatives that
appear most promising in terms
of community support and return
on investment of time and
EXISTING/PROPOSED
PROGRAMS
To Be Determined
CAPITAL PROJECTS
To Be Determined
Olean’s role as a regional health care provider.
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b.
Develop a partnership with the new gerontology program at St.
Bonaventure University to examine assisted living concepts and study
how Olean might become an attractive home for retirees and seniors.
c.
Convene a forum or roundtable with environmental advocates and
community leaders regarding the Green City concept and its potential for
contributing to Olean’s growth and development.
d.
Convene a forum or roundtable of community leaders and historians to
explore the full potential of Olean’s history and its historical structures as
contributors to community identity and character, as well as economic
development in the area of tourism.
resources.
3. Develop detailed action plan
based upon research and
available data.